Management Training Courses

Management Training

Management courses

Client Testimonials

BPM Essentials

Way of providing training, tools which were used duirng the training. Trainer flexability.

Joanna Begier - ABB Business Services Sp. z o.o.

BPM Essentials

Way of providing training, tools which were used duirng the training. Trainer flexability.

Joanna Begier - ABB Business Services Sp. z o.o.

BPM Essentials

Way of providing training, tools which were used duirng the training. Trainer flexability.

Joanna Begier - ABB Business Services Sp. z o.o.

REST API - wzorzec wymiany informacji między serwisami

Połączenie kultury prowadzenia szkolenia (oczywiście zaleta trenera) z wiedzą praktyczną i przykładami z życia z funkcjonujących aplikacji.

Krzysztof Pałys - Sygnity Business Solutions S.A.

REST API - wzorzec wymiany informacji między serwisami

Połączenie kultury prowadzenia szkolenia (oczywiście zaleta trenera) z wiedzą praktyczną i przykładami z życia z funkcjonujących aplikacji.

Krzysztof Pałys - Sygnity Business Solutions S.A.

REST API - wzorzec wymiany informacji między serwisami

Połączenie kultury prowadzenia szkolenia (oczywiście zaleta trenera) z wiedzą praktyczną i przykładami z życia z funkcjonujących aplikacji.

Krzysztof Pałys - Sygnity Business Solutions S.A.

REST API - wzorzec wymiany informacji między serwisami

Połączenie kultury prowadzenia szkolenia (oczywiście zaleta trenera) z wiedzą praktyczną i przykładami z życia z funkcjonujących aplikacji.

Krzysztof Pałys - Sygnity Business Solutions S.A.

REST API - wzorzec wymiany informacji między serwisami

Połączenie kultury prowadzenia szkolenia (oczywiście zaleta trenera) z wiedzą praktyczną i przykładami z życia z funkcjonujących aplikacji.

Krzysztof Pałys - Sygnity Business Solutions S.A.

REST API - wzorzec wymiany informacji między serwisami

Połączenie kultury prowadzenia szkolenia (oczywiście zaleta trenera) z wiedzą praktyczną i przykładami z życia z funkcjonujących aplikacji.

Krzysztof Pałys - Sygnity Business Solutions S.A.

REST API - wzorzec wymiany informacji między serwisami

Połączenie kultury prowadzenia szkolenia (oczywiście zaleta trenera) z wiedzą praktyczną i przykładami z życia z funkcjonujących aplikacji.

Krzysztof Pałys - Sygnity Business Solutions S.A.

Subcategories

Management Course Outlines

ID Name Duration Overview
464118 Agile Essentials 14 hours The iSQI Agile Essentials course is an internationally recognised qualification, Aimed at anyone involved in agile Projects and wants to become familiar with working in an agile environment. This includes Project Managers, Quality Managers, Software Development Managers, Business Analysts, Developers, Testers, IT Directors and Management Consultants. The course is comprised of eight sections and takes participants through the lifecycle of an agile project from the release planning and writing user stories to the iteration review (showcase) and retrospective. The first day focuses on the key principles (55% of the day on theory, 45% exercises), the second is dominated by practical application (40% theory, 60% exercises). Course Objectives Value the principles behind agile manifesto and its approach to software development Appreciate the roles within an agile team  Understand how to contribute as an agile team member to quantifiable requirements Apply Whole Team quality methods to ensure acceptance criteria are met Appreciate the importance of effective Iteration Reviews and how to contribute to continuous improvement through retrospectives Day 1 Agile Manifesto, Agile Principles Release Planning, Iteration Zero Iteration Planning, Estimation Requirement Review, Daily Stand-up Day 2 Team Quality, Iteration Testing, Acceptance Iteration Review (Showcase) Retrospectives Lesson learned of Agile Principles
13022 Scrum for Managers and Executives 7 hours This course is also know as SCRUM awareness training. Who should attend? This course has been created for managers, executives and other decision makers who want to know how to calculate the benefits of implementing the methodology or want to understand what their team is doing. It is also suitable for customers of software development wishing to have a stake holding in the development process. Short Overview of Project Management Methodologies and Frameworks Chaos Waterfall Prince2 Agile Why Agile? Comparison of iterative methodologies Why things go wrong The Agile approach What is Scrum? Pigs and chickens Product owner The customer representative Prioritizing product requirements Writing effective stories Acceptance criteria Negotiating sprint contents Group exercise to produce customer requirements and write stories based on the requirements The sprint Sprint backlog Sprint planning: what to do Sprint planning how to do it What happens during a sprint Burn down charts Group exercise to plan a sprint Scrum Master Implementing Scrum Ensuring proper practices Maintaining documentation Standup meetings When to pair program Group exercise to implement Scrum Finishing a sprint Scrum review meeting Scrum retrospective meeting Releasing an iteration Group exercise the review a sprint Is Agile and Scrum for you? Review of the Scrum process Comparison with other methodologies Benefits of pair programming Question and Answers Session
417065 Change Management 21 hours Audience: This course is designed for all staff requiring a wider view of the Change Process to get the best results for their part of the business Format of the course A combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies At the end of this course, attendees will be able to: Explain the basic Change Strategies that underpin the planning for change in an organisation Understand the use and application of the 9 Change Principles Construct a Change Plan suitable to their part of the business Basic Change Strategies How do we decide where the business is now? Once that decision is made we can begin planning for change which will involve: Planning to Attack: challenging the competition Planning to Defend: protecting our current position The 9 Change Principles in detail Compelling Reason for Change Clear Vision and Objectives Context for Change Momentum Stakeholder Engagement Alignment Embedding Change Great Sponsorship Emotional Responses to Change Resistance to Change Why do people resist change? What are the potential benefits of resisting change? Team Development through a Change Process What are the challenges to teams in change environments? What are the potential benefits of resisting change? Handling Conflict What should we do when change goes wrong? How do we deal with conflict in the change process? Action Planning Creation of a implementable Change Plan for a part of the business
57298 Zarządzanie wymaganiami 21 hours
806639 Hadoop for Business Analysts 21 hours Apache Hadoop is the most popular framework for processing Big Data. Hadoop provides rich and deep analytics capability, and it is making in-roads in to tradional BI analytics world. This course will introduce an analyst to the core components of Hadoop eco system and its analytics Audience Business Analysts Duration three days Format Lectures and hands on labs. Section 1: Introduction to Hadoop hadoop history, concepts eco system distributions high level architecture hadoop myths hadoop challenges hardware / software Labs : first look at Hadoop Section 2: HDFS Overview concepts (horizontal scaling, replication, data locality, rack awareness) architecture (Namenode, Secondary namenode, Data node) data integrity future of HDFS : Namenode HA, Federation labs : Interacting with HDFS Section 3 : Map Reduce Overview mapreduce concepts daemons : jobtracker / tasktracker phases : driver, mapper, shuffle/sort, reducer Thinking in map reduce Future of mapreduce (yarn) labs : Running a Map Reduce program Section 4 : Pig pig vs java map reduce pig latin language user defined functions understanding pig job flow basic data analysis with Pig complex data analysis with Pig multi datasets with Pig advanced concepts lab : writing pig scripts to analyze / transform data Section 5: Hive hive concepts architecture SQL support in Hive data types table creation and queries Hive data management partitions & joins text analytics labs (multiple) : creating Hive tables and running queries, joins , using partitions, using text analytics functions Section 6: BI Tools for Hadoop BI tools and Hadoop Overview of current BI tools landscape Choosing the best tool for the job
464133 First time manager from supervisor to Manager 28 hours This workshop is designed to help participants overcome many of the supervisory problems they will encounter in their first few weeks as a boss. Dealing with the difficulties a new supervisor encounters isn't easy, but it doesn't have to lead to discouragement. At this program's conclusion, participants should be able to: Adjust to the role of supervisor with confidence and assurance that they can handle the position. Further develop their skills in listening, asking questions, resolving conflict, and giving feedback to employees. Use a technique for giving employees clear instructions. Employ strategies to deal with personnel challenges such as hostility, complaints, and laziness. Understand the importance of developing good relationships with employees and peers. From There to Here: Making the Transition In the opening discussion, participants will discuss how their role changed when they became a supervisor. They will also work on developing solutions to common concerns of new supervisors such as, "How do I make sure employees recognize my new role and respect my position as a supervisor?" Ready, Set, Go: Setting Goals In this segment, participants will set some SMART goals to help them succeed. They will also discuss the value of short- and long-range planning. Asking and Responding: Knowing How to Question and Answer During this part of the program, participants will learn about and practice active listening skills. They will also practice asking good questions and waiting for the answers to those questions. I Have Something to Tell You: Giving Feedback Giving feedback is one of the most important skills for a supervisor, yet it can be the trickiest and most difficult management task. This segment will help participants master this invaluable skill. Mediation, Please: Managing Conflict Unfortunately, supervisors are often called in to mediate conflicts. Participants will learn two different processes for managing conflict, and then they will practice those processes during this part of the program. Different Types: Dealing with Difficult Employees In this final segment, participants will discuss how to deal with four common types of problem employees: the needy, the lazy, the hostile, and the complaining. At the end of this session, participants should understand the role of supervisor and what it takes to be successful while managing others.
296316 ITIL®: Intermediate Lifecycle Stream: Service Transition (ST) 21 hours The main target group for the ITIL Expert Qualification: Service Transition Certificate includes, but is not restricted to CIOs, CTOs, managers, supervisory staff, team leaders, designers, architects, planners, IT consultants, IT audit managers, IT security managers, service test managers and ITSM trainers. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification:  Introduction to Service Transition  Service Transition Principles  Management and control of all Service Transition activities  Service Transition Related activities around communications, commitment and organizational change  Organizing Service Transition  Control and coordination of Service Transition technology related activities  Analysis, justification and selection of the implementation approaches, challenges, critical success factors and risks.
417107 UML Analysis and Design 21 hours This course has been created for software architects, programmers, software developers, project managers, analysts and anyone interested in understanding analysis and designing in UML. The course shows how to analyse clients' needs, formalize them in UML diagrams, create a model and ultimately design the implementation of the software. This is a general course covering all aspects of UML. Please browse our catalogue to see more specific courses. This course uses the newest version of the standard (http://www.omg.org/spec/UML) and is taught by an OMG Certified UML Professional (OCUP) trainer. There are no specific tools for this course, each of the delegates can use their favourite tool. By default, Sparx Enterprise Architect is used. Introduction to Modelling Models and Modelling Idea of meta-modelling UML documentation Inheritance Analysis and Design Actors and Use Cases Class and Object Diagrams Classes, objects, types of relations Object and Class Relationships Association, Aggregation, Composition Inheritance Dependency Interaction Communication diagram Interaction overview diagram Sequence diagram Timing diagrams Activity Diagrams State Diagrams Packages Component and Deployment Workshop From Analysis to Implementation Introduction to design patterns
118121 BPM Essentials 21 hours This BPM training will teach you how to automate and manage a broad range of business workflows. We will examine the automation steps within a typical process in which work items are passed from one participant to another for action, according to a set of business rules. You will obtain first hand guidance on automated monitoring best practices as well as tips and tricks for efficient governance practices. At course completion,you will be able to: Understand the key terms and concepts in BPM Use major methodologies and techniques for implementing BPM Define the various technologies that support BPM Learn to discriminate between process and rules requirements Map written business cases into process areas and rule sets Understand variations in strategies between rules-centric and process centric approaches Develop business intelligence from process description & rule sets Introduction Course Objectives Why BPM? Topology of a BPM architecture BPM Vendors overview Positioning of vendor tools BPM Overview BPM vs BPMS When to choose a BPMS IT and business must work hand in hand Matching the right technology to your problem Overview of a BPM system Architecture of a BPM System Topology and scalability Design tools Deployment tools Monitoring and management The process engine Process definition repository Transaction manager Connector framework Administering Processes using Process Monitoring Managing a Process Modeling a Process with BPMN Platform Administration Interfacing with BAM (business activity monitoring) Adding a Notification to a Process Notification Channel Core BPMS features and Interfaces Repository support Database support The Adapter SDK The level of required customisation Involvement of development languages Human workflow solutions BPM as enabler of SOA: Key components Application frontends Basic Services The value of an ESB Increased agility for the business Governance and Business strategy The personal perspective Innovation, growth and flexibility The past: data/functions vs objects & services The future: core business logic vs process control logic Design implications for Architects Alignment of Business and IT Business Rules Motivations for BRs Basic Concepts KPI Principles New Roles of Business and I/T The Business Focus in Business Rules When is a BR Approach Appropriate? New Aspects for Scoping a BR Project Key Elements of a BR Project Plan Choosing the right approach Start at the beginning: the business Definition of business competencies Identifying differentiators and overhead From requirements to components What components should be re-usable? Architecture requirements Reaching vendor independence Roadmap to enterprise renovation Continuous improvements
13021 Scrum Product Owner 7 hours This course is for: Product owners, managers, or anyone interested in Agile planning and estimating techniques. The course, Scrum Product Owner (SPO), utilizes a combination of presentations, discussions, and hands-on exercises explaining and demonstrating through practice. It illustrates what it is like to take on the role of an Agile team. The course covers all aspects of a product owner's involvement in an Agile product's life-cycle, such as gathering requirements rapidly, writing user stories, estimating story points, tracking, release planning, reporting, forecasting, scaling, and so on. How to be an effective Product Owner The Duties, Rights, Privileges The Promoting self-organizing teams How to Write User-Stories (Agile requirements) Establishing and Knowing your stakeholders Looking at Planning for quality Addressing Story points Discovering the Business value How to manage an Agile product throughout the Software Development Life Cycle The Creation and prioritizing of the Product Backlog Sizing and Estimation Looking at Effective team communication How to Monitor, progress and look at forecasting Reporting Scaling Agile Release Planning and Tracking
417064 Retail and Commercial Banking Delivery Channel Masterclass 21 hours Audience The course is suitable for all Senior Managers who require an in-depth, strategic understanding of: Retail and Commercial Banking Delivery Channels Relationship Management: Bank to Customer; Management to front-line staff Change Management Format of the course The course is delivered using a stimulating combination of: Slide presentations Facilitated Discussions and Exercises and Case Studies By the end of the course, delegates will be able to: Explain the strategic elements comprising Retail and Commercial Banking Define and understand in detail the integrated strategy requirements of: Premises location and design Delivery Channels – the different ways that customers can interact with the bank Product creation, marketing and selling Customer segments and experiences Staff recruitment, training and performance development Understand the process for developing new Products from need-identification through to delivery to clients Explain the vital importance of all creating, developing and enhancing all relationships particularly: The relationship between the bank and its customers The relationship between the Bank’s management and staff in delivering excellent customer service linked to achieving targets Apply the universally-accepted Change Management principles Appreciate the “International Dimension” of Retail and Commercial Banking which customers demand in today’s highly flexible market-place What is Retail and Commercial Banking? Preparing a definition covering: Premises Products Customers Staff Discussing how Retail and Commercial Banking also includes aspects of retail activity: taking ideas from shops, supermarkets etc. Discussing how Retail and Commercial Banking Strategy Management applies across all delivery channels Forward Planning to create a Strategy for Retail and Commercial Banking: Understanding the logical process for creating a Strategy: What we want to do; when we want to do it; and how we want to do it What information do we need to gather on the “As Is” – the current position: What is the bank’s existing Strategy (if any)? How do we know how successful this existing Strategy is? How can we identify the gaps – where is the shortfall in performance What information should be gathered on the “To Be” – the preferred position in the future: What might the constraints be – the limiting factors – to achieving success: How is a Business Case prepared which helps justify the emerging Strategy to the company’s Senior Management? This will focus on: Budgets Critical Success Factors (CSFs) Measurement Continuous Management and Assessment Delivery Channels How do customers access our products and services? How do customers want to access our products and services? Are we flexible in meeting customers’ access needs? What does the future look like for delivery channels? The challenge created by the emerging involvement of Telecoms companies and Mobile Money and the radical change this may make (in fact, is already making in certain parts of the world) to the execution of retail payments Branch Premises Location of the branch Physical location Size Competition Customer traffic Other factors such as availability of public transport and of car-parking Design of the branch: What should be included – what can be excluded? What factors will entice customers in – what will turn customers away? How should we move customers around inside the branch? What is customer traffic management? How can we display our goods in the outlet – our products – in the most advantageous way Other Delivery Channels What other Delivery Channels do our customers expect us to offer to them What are the strategic issues around providing this access to all our customers? What will happen if we choose not to make one (or more) of these channels available to our customers? Products What are the factors in creating a product portfolio? Understanding all the costs related to a product: Production costs – including the effect on the bank’s balance sheet Marketing costs – getting the product to the customers Selling costs – persuading the customer to buy the product Maintenance costs – after-sales service Enhancement costs – making an existing product even better Understanding the profit element linked to each product. How to know: Which products make the most money – and should be retained Which products make the least money – or make a loss – and should be deleted from the portfolio What are the factors in defining a target market for each of our products – and then linking that to the Premises decisions on location and design? Marketing – How do we tell our customers what we sell? Creating a Marketing Plan including factors such as: Our product portfolio – differentiating between target markets Branding – making our bank identifiable in a consistent way Advertising – using all available (or required) advertising media such as: TV, Radio and Cinema Newspapers, Magazines and Flyers Billboards, Posters and Direct Marketing Merchandising – linking all the advertising and product literature consistently Campaign Planning and Merchandising Creating and Integrating Campaigns Ensuring that each Campaign complements activity – and doesn’t compete with it Creating and publishing (internally) an integrated Campaign Plan Developing a process whereby departments use their Business Cases to “bid” for space and time to attract customers’ attention Building the Campaign for maximum effect using the media outlined previously Merchandising: Again building on the learning to ensure: Consistency – of message Conformity – to company standards for literature and language Uniformity – helping customers to navigate our literature Legality – ensuring no contraventions of any “customer protection” legislation Relationship Management: Bank to Customers Who are our customers – and what do they expect from us? Different types of customers – and their separate requirements: Mass Retail – want fast, efficient and error-free access to products and services Mass Affluent – in addition to fast efficient and error-free access to products and services want a more-personal service: a feeling that they are “special” Small / Medium-sized Enterprises (SMEs) – a more-personal service feeling that their non-personal business is important to the bank How do we differentiate between the different types of customers? Actually… Should we differentiate between different types of customer or should we treat them all the same…? Defining the experiences we want our customers to enjoy when they contact us How do we deliver these different experiences? What differences in staff and staff training are required? Customer Relationship Management: The importance of Customer Relationships The benefits of developing a Customer Relationship Management Strategy A Customer Relationship Management framework Integrating People, Processes and Technology The Service : Profit Chain Obtaining and Handling Customer Information Customer Demands: Stakeholder (Customer) Management Stakeholder Engagement Satisfying Stakeholders’ Demands People Management Creating and delivering an excellent Customer Experience Understanding Ourselves and Others Effective Communication Motivation at Work How do I get the very best from each customer interaction? What do I need to do differently to ensure that my customers only want to deal with me? Team Building The stages of Team Building The inevitable effects on performance levels through these stages Coaching Ensure clarity on what exactly Coaching is and how it is used Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance) Understand how learning shared can easily be transferred into a “commitment to action” Coaching Introduction to the GROW model Consideration of all the factors required in effective Coaching Introducing the House of Change: understanding the need sometimes to make things worse before they can get better Building Rapport Handling Conflict What causes conflict? The Phases of Conflict Handling Thomas-Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap Selling Skills Understanding the product(s) Spotting a customer’s buying signals Upselling Skills: what else do my customers need…? Negotiating When is not selling anything at all the best thing to do? Staff Performance Management: Creating Goals and Objectives Managing Under-Performance Performance Discrepancies Managing Performance Standards Feedback as a tool of Performance Management Relationship Management: Managers to Staff What is a “Way of Working”? What does it include? How do we measure Staff Performance? Goal and Objective Setting Managing against those Goals and Objectives Staff Development and Performance Management Motivation: how do we get the best from our staff? Delegation: how can we give our staff the chance to develop their own initiative to deal with customers How do we ensure that our staff always deliver the best possible Customer Service? How are the behaviours of our managers – the way they treat their staff – key in the development of our staff and their relationship with our customers? Change Management Understanding “Change” as a concept The 9 Change Principles – and putting them into practice Embedding the change The emotional responses to change: how do staff receive, understand and implement the required change The International Dimension Who are our International Customers? Do we (should we?) treat them differently from our domestic customers? Extra issues of Know Your Customer (KYC), Identification & Verification (ID&V) and the international aspects of Financial Crime legislation International aspects of: Customer Service Overseas Premises Product Development Money Transmission Foreign Exchange …and Import / Export for SMEs
295295 Techniki coachingowe w pracy Scrum Mastera - warsztat praktyczny 21 hours
464132 Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals 28 hours Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals recognizes that apart from learning to optimize your own effectiveness and productivity, to be more effective, you need to be able to increase the effectiveness of your team, deal with difficult people, manage conflicts and stress Identifying the Critical Skills for Effective Management Defining the necessary skills for effective management What are the main causes of management failure? Understanding where you should be applying management skills in your role Applying management skills to improve your overall performance Developing Effective Communication Skills Examining the barriers to effective communication Active listening to improve your comprehension Using body language to communicate Saying what you mean Using paraphrasing to reinforce your message and your understanding of messages Speaking so others will listen and respect your opinion and knowledge Developing the Essential Assertiveness Necessary for Today’s Business Climate What is assertiveness and why is it crucial to success and growth in your role? Applying assertiveness techniques that will help you achieve your objectives Understanding the link between confidence and assertiveness and developing both Assertive communication and behavior without becoming inflexible or aggressive Effective Time Management in a Reactive Support Role Overcoming the time management challenges of a role dependent on the priorities of others Identifying and eliminating procrastination by understanding when and why you procrastinate Allowing time for people interaction and meetings while ensuring everything else gets done Working towards creating a more proactive environment to better juggle your routine and reactive duties Techniques for coping with a large and growing workload Ensuring your efforts are directed towards the most critical areas of your job Applying techniques which will help you prioritize effectively and focus on activities that add most value to the organization Switching gears between managing and doing The Fundamentals of Project Management What should you consider a ‘project’ requiring project management? How is project management different from key day-to-day management principles? Applying proven project management techniques to better manage and complete non-routine duties Setting project objectives Building a project plan which focuses on the objectives Setting a clearly defined and achievable schedule with deadlines and sufficient detail Managing People for Increased Performance What makes a good people manager? Understanding the challenges of effective supervision and people management Developing an effective people management style that works for you Building flexibility into your people management skills to get the best from different types of people Coaching and teaching skills that can save time and frustration on both sides Effective, painless and fair delegation – assigning tasks to others Giving and receiving feedback to continually monitor and improve your people management Managing people when you are only responsible for the result, not the person How to get and keep control Dealing With Difficult People, Difficult Behaviors and Workplace Conflict Avoiding clashes by dealing with situations immediately and effectively Diffusing difficult situations before they become critical Overcoming a natural fear of confrontation and conflict Developing a win/win approach for dealing with difficult people Objectively identifying the real issues in a conflict Managing emotions and personality conflicts Attacking the problem (not the person) with a workable solution Committing yourself to reaching a resolution with compromise Dealing Effectively With Stress Examining the causes of stress and your vulnerability to decreased effectiveness Reducing the negative effects of stress and accentuating the positive Spotting the signs of stress in yourself and others Tips for better stress management Spotting Opportunities for Growth in Your Role Knowing your time and skill limits Dealing with failure and success and accepting responsibility either way Removing the barriers: identifying the factors that hinder your progress and setting plans to eliminate or circumvent them Becoming proactive in your role for continuous growth and challenge Setting growth objectives for yourself and your role
792236 ISTQB - Agile Tester Extension - Exam Preparation 21 hours This is preparation course for Agile Tester Extension Exam by ISTQB. The price of the exam is not included the the price of the course. Agile Software Development The Fundamentals of Agile Software Development Aspects of Agile Approaches Fundamental Agile Testing Principles, Practices, and Processes The Differences between Testing in Traditional and Agile Approaches Status of Testing in Agile Projects Role and Skills of a Testiner in an Agile Team Agile Testing Methods, Techniques, and Tools Agile Testing Methods Assessing Quality Risks and Estimating Test Effort Techniques in Agile Projects Tools in Agile Projects
12222 SOA for Architects and Managers Overview 14 hours This course has been created for managers and architects planning to implement or currently implementing SOA solutions. It gives the overview of pros and cons of SOA and explains when, why and which part of SOA you should use. Some of the questions the course can answer: What are the benefits of employing SOA What are the risks associated with the SOA approach What are the trade-offs How to assess potential profit with SOA What real business case studies has been already made When and to what extent SOA should be implemented What are simplification and decomposition benefits How to migrate from existing solutions to SOA and why migration to SOA does NOT require rebuilding the whole existing infrastructure How to extend legacy applications with SOA What are the existing SOA suites and platforms A Service Oriented Methodology Introduction to a SOA adoption roadmap Three analysis approaches Service oriented analysis Advantages of SOA Traditional EAI Approach Problems With Traditional EAI Approach Enter Service Oriented Architecture (SOA) We Can Easily Change the Process Changing Flow Using Legacy Approach Replacing an Application Other Advantages Business Advantages Adoption Stages SOA Past and Present From XML to Web Service to SOA How SOA was done before Emerging standards for SOA Compare SOA with other architectures What is service oriented architecture? What is SOA? Creating a common understanding of SOA The evolution of SOA Introducing the concepts of services and SOA Design principles of SOA The relationship between SOA and web services The advantages and risks of SOA Introduction to modelling and UML Why use models with SOA The difference between model and methodology Why use the Unified Modelling Language? Identifying business processes Notation, Patterns and Methodology Which Methodology to choose? Introduction to Business Processes How a collection of services performs a task Simple request response interaction Complex interaction involving many services Need for a coordinator service emerges Birth of orchestration or business process Composing processes using Business Process Execution Language (BPEL) BPM based solutions for orchestration Example business processes Web Services Basic web services elements Core web services standards stack The Importance of WSDL The design of SOAP The use of registries via UDDI The basic concepts of service orientation Distributing Services Across a Network Aligning functional and non-functional requirements The role of Intermediaries in Service Networks Introductions to WS-* extensions SOA tenets Modelling SOA building blocks Using UML to analyse and design interfaces Generating a domain model Implementing and realising Use Cases Showing web service collaboration Usage of communication diagrams Enterprise Service Bus (ESB) Objectives Service Invocation Legacy System Integration Web Services to the Rescue The role of ESB in SOA Security and ESB Process Driven Services Service layer abstraction Introduction to business process layer Process patterns Orchestration and choreography The use of WS-BPEL for process automation Service Oriented Reference Model Reference models and reference architectures The IMPACT SOA reference model and architecture SOA vendors and their relationship with SOA SOA support in .NET and Java EE platforms Layered Architecture The layers pattern Classic three-tier architecture Connecting to the domain layer Linking to the User interface Using packages to decompose a system Avoiding mutual dependencies What is layering and why do we need it? Application service layer Business service layer Orchestration service layer
296328 ITIL®: Intermediate Capability Stream: Planning Protection & Optimization (PP&O) 35 hours The target group of the ITIL Certificate in Service Offerings and Agreements is:  Individuals who have attained the ITIL Foundation certificate in Service Management and who wish to advance to higher level ITIL certifications. Individuals who require a deep understanding of ITIL Certificate in the Service Offerings and Agreement processes and how it may be used to enhance the quality of IT service support within an organization.  IT professionals that are working within an organization that has adopted and adapted ITIL who need to be informed about and thereafter contribute to an ongoing service improvement programme  Operational staff involved in Service Portfolio Management; Service Catalogue Management; Service Level Management; Demand Management; Supplier Management; Financial Management and Business Relationship Management who wish to enhance their role-based capabilities. This may include but is not limited to, IT professionals, business managers and business process owners. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification: Service Management as a Practice Processes across the Service Lifecycle pertaining to the practice elements within Planning, Protection and Optimization Capacity management as a capability to realise successful service design Availability management as a capability to realise successful service design IT Service Continuity Management as a capability to support overall Business Continuity Management Information security management as part of the overall corporate governance framework Planning, Protection and Optimization roles and responsibilities Technology and Implementation Considerations Challenges, Critical Success Factors and risks. And specifically in the following key ITIL process and role areas: Capacity Management Availability Management IT Service Continuity Management Information Security Management Demand Management Challenges, Critical Success Factors and Risk Management for Service Planning, Protection and Optimization
15086 Market Forecasting 14 hours Audience This course has been created for analysts, forecasters wanting to introduce or improve forecasting which can be related to sale forecasting, economic forecasting, technology forecasting, supply chain management and demand or supply forecasting. Description This course guides delegates through series of methodologies, frameworks and algorithms which are useful when choosing how to predict the future based on historical data. It uses standard tools like Microsoft Excel or some Open Source programs (notably R project). The principles covered in this course can be implemented by any software (e.g. SAS, SPSS, Statistica, MINITAB ...) Problems facing forecasters Customer demand planning Investor uncertainty Economic planning Seasonal changes in demand/utilization Roles of risk and uncertainty Time series methods Moving average Exponential smoothing Extrapolation Linear prediction Trend estimation Growth curve Econometric methods (casual methods) Regression analysis using linear regression or non-linear regression Autoregressive moving average (ARMA) Autoregressive integrated moving average (ARIMA) Econometrics Judgemental methods Surveys Delphi method Scenario building Technology forecasting Forecast by analogy Simulation and other methods Simulation Prediction market Probabilistic forecasting and Ensemble forecasting Reference class forecasting
417062 Understanding Your Brand and Your Business 21 hours Audience This course is designed for all staff requiring a wider view of their part of the business; their specific roles within it; and of their involvement in improving its contribution to the organisation as a whole Format of the course A combination of: Facilitated Discussions Slide Presentations Exercises By the end of the workshop, attendees will be able to: Explain what “brand” is and how they can influence it Understand the process for Change strategies and your company’s position within them Detail the relevant principles underlying any change to a business Realise the importance of Customer / Stakeholder relationships in the successful running of any business Define the financial aspects of a business and of the delegates’ part of that business Determine the important aspects of negotiating to ensure the best possible outcome for their part of the business Understanding “Brand” What is a “brand”? What is your company’s brand? What can I do to influence the strength of the my company’s brand? Basic Change Strategies The need for a company’s managers constantly to assess the current status of their part of the organisation – particularly when compared with its peers and competitors – and introduce pro-active (rather than re-active) changes The “STARS” model of Change Strategies and Planning Change Management How / Why previous change has gone well? How / Why previous change has not gone well? Lessons to be learned from previous change initiatives (in your company and elsewhere) The 9 Change principles – and putting them into practice Lewin’s model of Change Implementation The Change Kaleidoscope The Psychological Affects of change How am I feeling now? How are my colleagues felling now? How will I / they feel as a change process unfolds? Customer / Stakeholder Relationships What is a Customer? What is a Stakeholder? How can I get the most from each Customer / Stakeholder interaction? The Service : Profit Chain Financial Aspects of a Business Financial Statements: Balance Sheets Profit & Loss Accounts Financial Forecasts: Budgets Cash-Flow Forecasts Business Cases Setting Objectives Vision / Mission Statements Objective Setting to meet deliver the Mission Statements Performance Management to exceed the agreed Objectives Negotiating for Best Results Communication in Negotiation The importance of Effective Presentations Different Negotiating Strategies Comparing Strategies Building Rapport The 3-phase Negotiating Process
464014 REQB Foundation - przygotowanie do egzaminu 21 hours
98048 Balanced Scorecard 14 hours The training is designed to help anyone who are thinking of implementing or working on a balanced scorecard project Measuring Business Strategy Financial Perspective Customer Perspective Internal-Business-Process Perspective Learning and Growth Perspective Linking Balanced Scorecard Measures to Your Strategy Structure and Strategy Managing Business Strategy Achieving Strategic Alignment: From Top to Bottom Targets, Resource Allocation, Initiatives, and Budgets Feedback and the Strategic Learning Process Implementing a Balanced Scorecard Management Programme
417094 Six Sigma Black Belt 84 hours Six Sigma is a data driven approach that tackles variation to improve the performance of products, services and processes, combining practical problem solving and the best scientific approaches found in experimentation and optimisation of systems. The approach has been widely and successfully applied in industry, notably by Motorola, AlliedSignal & General Electric. Black Belt is a qualification for improvement managers in a Six Sigma organisation. You will learn the tools and techniques to take an improvement project through the Define, Measure, Analyse, Improve and Control phases (DMAIC). These techniques include Process Mapping, Measurement System Evaluation, Regression Analysis, Design of Experiments, Statistical Tolerancing, Monte Carlo Simulation and Lean Thinking. The content of the course takes the participants through the DMAIC phases as well as introducing subjects such as Lean Thinking, Design for Six Sigma and discussing important leadership issues and experiences in deploying a Six Sigma programme. Week 1 Foundation: covers the fundamentals of the Lean Six Sigma Define Measure Analyse Improve Control (DMAIC) approach enabling participants to take part and lead waste and defect reduction projects and initiatives. Week 2 Practitioner: provides additional data analysis and lean tools for participants to lead well scoped process improvement projects related to their regular job function. Week 3 Expert: provides regression, design of experiment and data analysis techniques to enable participants to tackle complex problem solving projects that require understanding of the relationships between multiple variables. The trainer has 16 years experience with Six Sigma and as well as leading the deployment of Six Sigma at a number of businesses he has trained and coached over 300 Black Belts. Here are a few comments from previous participants: “Probably the most valuable course I will ever pass” “The content was very well delivered. The examples very relevant. Thank you” “The course was excellent and I am able to use part of it to coach my lean teams here” (Company supervisor who attended with KTP associate) Block 1 Day 1 Introduction to Six Sigma Project Chartering & VOC Process Mapping Stakeholder analysis Day 2 Team Start Up Prioritisation Matrix Lean Thinking Value Stream Mapping Day 3 Data Collection Minitab and Graphical Analysis Descriptive Statistics Day 4 Measurement System Evaluation Process Capability Cp, CpK Six Sigma Metrics Day 5 5 Why FMEA Block 2 Day 1 Review of Block 1 Multivari Inferential Statistics Intro to Hypothesis Testing Day 2 2 sample t-tests F tests Hypothesis Testing – Chi Sq Day 3 Hypothesis Testing - Anova Day 4 Correlation and Regression Multiple Regression Introduction to Design Of Experiments Day 5 Mistake Proofing Control Plans Control Charts Block 3 Day 1 Review of Block 2 2K Factorial Experiments Box Cox Transformations Hypothesis Testing – Non Parametric Day 2 2K Factorial Experiments Fractional Factorial Experiments Day 3 Noise Blocking Robustness Centre Points General Full Factorial Experiments Day 4 Response Surface Experiments Implementing Improvements Creative Solutions Day 5 Intro to Design for Six Sigma Statistical Tolerancing Monte Carlo Simulation Certification Six Sigma is a practical qualification, to demonstrate knowledge of what has been learnt on the course you will need to undertake 2 coursework projects. There is no report to produce but you will be required to present a PowerPoint presentation to the trainer and examiner showing results and method. The projects can cover work you would complete in your normal work, however you will need to show use of the DMAIC problem solving approach and application of Six Sigma and Lean tools. This provides a good balance between the practical approach and more rigorous analysis which together lead to robust solutions. You will be able to contact the trainer for discussions of how Six Sigma tools could benefit you in your project. Examples of projects from previous participants include: Formulating cream texture for seasonality in dairy feeds. Housing Association complaints reduction Multi-variable (cost, efficiency, size) optimisation of a fuel cell Job Scheduling improvement in a factory Ambulance waiting time reduction Reduction in resin thickness variation in glass manufacture NobleProg & Redlands provide Black Belt certification. For delegates that require independent accreditation, NobleProg & Redlands have partnered with the British Quality Foundation (BQF) to provide Lean Six Sigma Black Belt certification. Certification requires passing an exam at the end of the course and completing and presenting two improvement projects that demonstrate understanding and application of the Six Sigma approach and techniques. An additional charge of £600 plus VAT is levied for BQF independent accreditation.
296324 ITIL®: Intermediate Capability Stream: Service Offerings & Agreements (SOA) 35 hours The target group of the ITIL Certificate in Service Offerings and Agreements is:  Individuals who have attained the ITIL Foundation certificate in Service Management and who wish to advance to higher level ITIL certifications. Individuals who require a deep understanding of ITIL Certificate in the Service Offerings and Agreement processes and how it may be used to enhance the quality of IT service support within an organization.  IT professionals that are working within an organization that has adopted and adapted ITIL who need to be informed about and thereafter contribute to an ongoing service improvement programme  Operational staff involved in Service Portfolio Management; Service Catalogue Management; Service Level Management; Demand Management; Supplier Management; Financial Management and Business Relationship Management who wish to enhance their role-based capabilities. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification:  Service Management as a Practice  Processes across the Service Lifecycle pertaining to the Service Offerings and Agreement curriculum  Service Portfolio Management which provides documentation for services and prospective services in business terms  Service Catalogue Management which is concerned with the production and documentation of the Service Catalogue from a business and a technical viewpoint  Service Level Management which sets up a Service Level Agreement (SLA) structure and ensures that all SLAs have an underpinning support structure in place  Demand Management which identifies Patterns of Business Activity to enable the appropriate strategy to be implemented  Supplier Management which ensures all partners and suppliers are managed in the appropriate way and includes contract management  Financial Management which includes ensuring understanding of the service value and the management of all financial considerations  Business Relationship Managers who have responsibility to represent customers and ensure the Service Catalogue and Portfolio have the right needs Operational activities of processes covered in other Lifecycle phases such as Incident and Change Management  Common Service Operation activities related to Service Offerings and Agreement  Organizing for Service Operation which describe functions to be performed within Service Offerings and Agreement  Service Offerings and Agreement roles and responsibilities  Technology and Implementation Considerations  Challenges, Critical Success Factors and risks  CSI as a consequence of effective Service Offerings and Agreement.
463965 Managing Accountancy in WOFE (Whole Own Foreign Enterprise) in China 7 hours Creation of this courses has been motivated by the steep learning curve of learning how accounting system work in China. It is targeted to foreigners who work for, managed or founded a Whole Own Foreign Enterprise (WOFE) in China. It allow participants to choose, cooperate and control accounting company. The course is thought by a foreign entrepreneur supported by a Chinese accountant. Overview of accouting practises in China Available software Invoices Pro-forma (commercial invoice) Fapiao Shouju (receipt) VAT and deduction Expanse claims Required audits  
165106 Analysis and Design with SoaML 14 hours This course explains the OMG SoaML standards and shows how to model the SOA landscape. It introduces the language and then shows how to discover, design and implement services and infrastructure for SOA. This course always covers the newest version of the SoaML specification. Motivation behind SoaML Standards before SoaML Vendors standards and Open Source standards The IT and the business perspective on SOA Contracts and Interfaces Top-down and bottom-up approaches Service classification Compliance Level for SoaML SoaML UML Profile Specification Agent Attachment Capability Consumer Collaboration Collaboration Use Expose MessageType Milestone Participant Port Property Provider Request ServiceChannel ServiceContract ServiceInterface Service ServiceArchitecture Categorization Catalog Categorization Category CategoryValue RAS Placeholders BMM Integration MotivationElement MotivationRealziation SoaML Metamodel
51782 Orchestrating services with BPEL 21 hours This course will give you a broad overview of all the major BPEL initiatives in the current market. You will have an insight into the possibilities of this exciting technology. By the end of the course you should be able to: Understand the key concepts of the BPEL 1.1 specification Be able to Learn the syntax and semantics of BPEL Understanding the relationship between BPEL and WSDL Gaining experience using BPEL by building a complex application Understanding which BPEL constructs are most appropriate Learn the best practices for developing using BizTalk or Oracle JDeveloper Orchestrating Services web Service basics The evolution of SOAP, WSDL and UDDI Introducing the concepts of service orchestration Design principles of BPEL Components of the design Process design patterns The Scenic tour of Process Theory Pi-calculus Petri nets State machines Activity diagrams BPMN and XPDL Break the process into scopes How scopes are used Variables Scopes and concurrency Scopes and fault handling Transaction rollback Compensation Extending the process with fault handling Define fault handlers for scopes Signal faults to the client Signal faults to partner services Inline fault handling Forced termination Suspended state usage Add a compensation handler Define the scenario for compensation Define a compensation handler Invoke a compensation handler Rolling back a transaction Undoing business events Accept more than one response from asynchronous web services Use pick instead of receive Use pick to signal faults Add timeouts Synchronous vs Asynchronous approach Event-driven approach Add event handler for a scope Message events Alarm events Adding sensors Pick shape usage Event driven Architecture concepts Use dynamic partner links to invoke partner services Define dynamic links Assigning partner links Changing partner links Choosing a service from the UDDI registry Understanding correlation Define correlation manually Declare message properties Use of correlation sets More than 2 participants in a correlation Correlation and Asynchronous approach Develop a complex parallel execution of activities Designing concurrency Controlling complex concurrent flows using links Implementing convoys Human workflow integration The newest version of BPEL previewed
833730 Managing Agile Projects with Lean and Kanban 21 hours This course is created for people who need to combine Agile (notably SCRUM), with Lean and Kanban togather to manage their projects. It combines the worlds of product design and software design.   Lean LEAN Thinking Five Principles of LEAN Using Lean in R&D System Thinking (from Deming) Plan driven vs. Value driven Team Power Innovation curve Agile Why Agile? Comparison of iterative methodologies Why things go wrong The Agile approach What is Scrum? Pigs and chickens Product owner The customer representative Prioritizing product requirements Writing effective stories Acceptance criteria Negotiating sprint contents Group exercise to produce customer requirements and write stories based on the requirements The sprint Sprint backlog Sprint planning: what to do Sprint planning how to do it What happens during a sprint Burn down charts Group exercise to plan a sprint Scrum Master Grooming Meeting Implementing Scrum Ensuring proper practices Maintaining documentation Standup meetings When to pair program Group exercise to implement Scrum Finishing a sprint Scrum review meeting Scrum retrospective meeting Releasing an iteration Group exercise the review a sprint Kanban Command & Control vs. Agile Factory model The functioning of canon The functioning of missile Pillars of Kanban Big Picture Process Concepts behind Kanban Kanban Rules Metrics Flow Diagram + technical practices  Team work Shared responsibility Self-organization Interdisciplinary Benefit the "right" team work Kanban Board How to visualize process? How to create Kanban Board? What are and how to introduce WIP limits? What are and how to introduce Classes of Service? Customer Engagement The most common waste Value Stream Waste Value Stream Mapping Waste analysis Main concepts behind Kaizen (MUDA / MURI / MURA) Bottlenecks analysis Five Focusing Steps Product Discovery Methods and Tools Gold Circle Impact mapping Design Thinking User story mapping  
464138 Introduction to Lean Six Sigma Training 21 hours The course is for executives, managers, project managers and team members who want to know more about Six Sigma concepts and processes, and how to implement the approach in their organization. Key Six Sigma Concepts and Lean Principles Quality/Variability Customer focus Speed Cost reduction Six Sigma versus TQM The Define, Measure, Analyze, Improve and Control (DMAIC) model Key activities Role of Six Sigma Teams DMADV and DFSS Six Sigma improvement models Lean Six Sigma Implementation Roadmap and where to start Assessing current performance Selecting projects
110338 Agile Software Testing 14 hours This course has been created for test managers, quality assurance staff, testers, software developers, project managers and management in order to explain how the Agile project management frameworks (notably SCRUM) deal with testing. At the end of the course, each of the delegates will design and execute a test plan for a sample application (it can be an actual client application if available) Where the requirements come from? Traditional Business Analysis Use Cases, Scenarios and Tests Non functional requirements Performance Conformance UML in Business Analysis Introduction to testing Functional Tests Regression Test UAT Tests Unit Tests Usability Tests Non Functional Tests Performance test Load test Stress test Soak test Test or not to test Who is making decisions about what to test? The cost of testing irrelevant things Calculating ROI (what if something fails analysis) The role of Test Manager The process of Testing Testing is a process and a strategy Identifying testing needs Gathering requirements (use cases, user stories) Scoping (choosing and prioritize scenarios) Designing tests Preparing data Preparing environment Creating or Recording tests Perform the test Analysis and reports Conclusions and improvement When to say "stop" Product owner and Tests The customer representative and test priority Prioritizing tests Writing effective stories for UAT Acceptance criteria Group exercise to produce customer requirements and write stories based on the requirements and create tests The sprint Sprint backlog and tests user stories Group exercise to plan a sprint Finishing a sprint Scrum review meeting is a test Is Agile and Scrum for you? Review of the Scrum process Comparison with other methodologies Benefits of pair programming Question and Answers Session
464140 High Impact Presentations 7 hours Audience Staff who need to be fully prepared to deliver High Impact Presentations: To their teams To clients To other audiences internal to the company To other audiences external to the company Format of the course A combination of: Facilitated Discussions Delegate Presentations – with full feedback Attendance on this course assumes an existing level of experience in delivering Presentations. It is the next level up from the Presenting with Confidence course. By the end of the course, delegates will be able to: Prepare, structure and deliver an effective presentation to a high quality level Define the levels of energy, involvement and engagement required to convince an audience Act flexibly in delivering presentations: to be able to adapt the presentation to developing circumstances – perhaps through a last-minute chance of objective or unexpected time pressures Presentation Skills As with Presenting with Confidence: delivery of a pre-prepared presentation on the delegate’s chosen subject related to their work. It is expected that this Presentation will already be of high-quality and just need refining to add the “High Impact” elements N.B. The duration of each delegate presentation will depend on the length of the course and on the number of participants. Eight is the ideal number of participants Full one-to-one and group feedback Creating a High Impact Presentation Understanding what turns an “ordinary” presentation into a High Impact Presentation The synchronisation of material: spoken material, visual material, support material Detailed work on the structure and format of a presentation The Psychology of the Presenter Creating and communicating belief and conviction Understanding the required levels of involvement and engagement: from the presenter and from the audience Creating a personal brand Flexibility Understanding the importance of Fog Horn Messages Adapting the presentation “on the hoof” Getting the message across Dealing with changed circumstances: last-minute alterations to the audience’s requirements; revisions to timings Presentation Skills – revisited Delivery of another presentation (after suitable preparation time). N.B. This could be the same presentation as in Module 1 but revised following the detailed feedback Full one-to-one and group feedback Presentation Skills – revisited If time permits: delivery of another presentation (after suitable preparation time) Full one-to-one and group feedback N.B. Depending on group ability and requirements, this could include the preparation and delivery of an ad hoc presentation. It is never recommended to deliver presentations without sufficient preparation but sometimes business circumstances dictate that this is necessary and a presenter at this level should be able to structure a few minutes of high quality presentation, as required.
296326 ITIL®: Intermediate Capability Stream: Release, Control & Validation (RC&V) 35 hours The target group of the ITIL Certificate in Service Offerings and Agreements is:  Individuals who have attained the ITIL Foundation certificate in Service Management and who wish to advance to higher level ITIL certifications. Individuals who require a deep understanding of ITIL Certificate in the Service Offerings and Agreement processes and how it may be used to enhance the quality of IT service support within an organization.  IT professionals that are working within an organization that has adopted and adapted ITIL who need to be informed about and thereafter contribute to an ongoing service improvement programme  Operational staff involved in Service Portfolio Management; Service Catalogue Management; Service Level Management; Demand Management; Supplier Management; Financial Management and Business Relationship Management who wish to enhance their role-based capabilities. This may include but is not limited to, IT professionals, business managers and business process owners. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification:  Service Management as a Practice  Processes across the Service Lifecycle pertaining to the capability of Release, Control and Validation management  Change management as a capability to realise successful service transition  Service validation and testing as a capability to assure the integrity and the quality of service transition  Service asset and configuration management as a capability to monitor the state of service transition  Knowledge management as part of enhancing the on-going management decision support and service delivery capability  Service request fulfilment and evaluation to assure meeting committed service level performance  Common Service Operation activities for supporting the service management Lifecycle  Release Control and Validation process roles and responsibilities  Technology and Implementation Considerations  Challenges, Critical Success Factors and risks And specifically in the following key ITIL process and role areas:  Change management  Service release and deployment management  Service validation and testing  Service asset and configuration management  Knowledge management  Request fulfilment  Service Evaluation
51811 Using The Internet As A Marketing Channel For Businesses 14 hours Why Focus On Using The Internet As A Marketing Channel [for Promotion & Consumption of your products and/or services]? Your company may have a superior product in terms of Brand Recognition, Pricing & Usability however - without giving adequate attention to the path that the product takes before it end up in the hands of the end user; your organization can quickly find itself losing significant market share. The internet is becoming increasingly involved in the purchasing decisions of the end user. The internet can be both a strategic Promotion as well as Consumption channel. The challenge however is for organizations to incorporate the internet into the corporate plans from a strategic perspective. Benefits of attending this comprehensive course will include : Learning practical tips how to stabilize existing client bases, acquire new customers and ultimately drive revenues Getting simply stated, armed with the practical, down to earth, tried and tested information Enabling the organizations to modify and extend their strategies & Tactics as appropriate in order to separate themselves from the competition Why should you attend? The overall effective use of the internet as a channel to market works in conjunction with the existing components of the Business strategy, such as Branding, Pricing, the USP & specific target Market segments in order to ultimately sell more to existing customers as well as acquiring new ones. As the focus of this program extends far beyond the standard practice of a company having a website and employing an agency to run Pay Per click campaigns all those involved with the Sales, Marketing and Support functions of the organisation will gain from exposing themselves to the content of the seminar. Theory into Practice The program examines and challenges key existing offline Marketing strategies & tactics and makes use of discussion and analysis as a foundation of how to incorporate them with full use of the internet and the New Technologies as a marketing channel. Attendees will be given practical examples, tools and techniques which will help them to strengthen and bolster existing plans by incorporating the internet into Business and Marketing strategies, making use of the new technologies. Some of the sections & subject matter of the seminar are as follows: Engaging customers via the corporate website Social Media Marketing Mobile Marketing Video Marketing Audio Marketing Pay per click traffic vs/in conjunction with organic traffic generation Outsourcing traffic generation vs PPc fees Developing traffic generation via natural organic search listings Bringing clients into the lead generation funnel via the internet Building a database of potential clients Auto responder systems Generating market research subjects Educating users in exchange for customer information Online membership sites Provision of online manuals and training List segmentation Identifying potential buyers Dominating the search engines Getting into the mind of the internet user Keyword research SERPS [search engine ranking positionings] for all major product categories Natural organic traffic Link Popularity / Link Reputation Move clients from online to offline Use of lead generation details Engaging clients in various online stages Selling at the top of the funnel Cycles of online and offline communication Affiliate and joint venture marketing Engaging with partner organizations Managing the relationship Making use of customer list Affiliate marketing Joint venture marketing Social media as part of the overall business strategy Generating traffic via social media presence Which social media sites to focus on Content Delivery Using lead generation to guide clients through the marketing funnel Engaging with different types of content
463705 Starting Business in China 21 hours This course is designed for business owners, entrepreneurs and managers who want start a business in People's Republic of China. It focuses on professional services industry (consulting, hi-tech, etc...), though people working in other industries can also benefit from the course. Th motivation to create this course was that there are a lot of courses focusing on culture or pure legal aspect of doing business in China, there was no course which would comprehensively cover all aspects of the business. This course does not provide any legal advise. It is provided by people who started their own business in China, not lawyers. Company types Choosing type of company WOFE Partnership Franchise Others Legal requirements Process, departments and permissions Limitation of operations in China Choosing Location Regulations in different areas Free trade-zones Municipalities Office renting requirements Choosing office provider Business Operations Company chops (stamps) Significance of chops Types of chops Hiring Subcontracting Basics of accountancy in China Marketing Website Where to host Permission to host in mainland china Search Engine Optimization Online Marketing Offline Marketing Very Short Cultural Hints Learning the language Myths Other things you shall know
417053 Building an Effective Scrum Team with Belbin Team Roles 7 hours The self-organising Scrum Team is the bedrock of the Scrum development process. An effective team is directly related to more effective delivery of products of value. Belbin Team Roles theory is used worldwide to help create more effective teams, in all kinds of environments. This course is led by a Belbin Accredited Trainer and Certified ScrumMaster. It provides a detailed overview of Scrum and examines how understanding Belbin Team Roles can benefit the Scrum Team. Scrum Overview The Agile manifesto and principles Scrum components – 4 ceremonies, 4 artefacts, 3 roles The Scrum Process Belbin Team Roles The 9 Belbin Team Roles Developing  your individual strengths for team success Understanding allowable weaknesses Understanding Team Roles in the Scrum Activities User Story grooming Backlog estimation Self-organising task allocation Review and retrospective meetings Team Dynamics Understanding how others affect your behaviour Handling difficult people How to deal with missing Team Roles
417066 Train-the-Trainer 21 hours Audience Staff who need to be fully prepared to deliver high-quality training sessions Format of the course A combination of: Facilitated Discussions Delegate Presentations – with full feedback By the end of the course, delegates will be able to: Prepare and structure an effective training session Prepare themselves properly for that training session Deliver that training session with confidence Use the various visual aids that a trainer might choose to employ in creating a stimulating session Deal with the different types of people who they will encounter in their training courses Training Skills Delivery of a pre-prepared training session on the delegate’s chosen subject related to their work. N.B. The duration of each delegate training session will depend on the length of the course and on the number of participants. Eight is the ideal number of participants Full one-to-one and group feedback Preparing a Training Session Questions tor the trainer to ask in advance Why me? Logistics of what, where, when, how – and how long? Understanding how the answers to these questions affect the structure of the training session Structuring the content: Research – know the subject Putting the content in order Creation and use of complimentary visual aids Preparing the Trainer A trainer’s three fundamental communications tools: Verbal – the words being used and avoiding slang and jargon Vocal – the sound of the words avoiding any distracting verbal tics and punctuations Visual – the look of the presenter: dress; mannerisms; presence Rehearsing the training session – and getting honest feedback from a trustworthy source Coping with nerves Preparing the environment Room layouts – and how they communicate underlying messages to those attending the course Using the room to enhance the training experience …and tidying up after the course Evaluation The importance of evaluation The processes for obtaining and utilising delegate evaluation Training Skills – revisited Delivery of another training session (after suitable preparation time). N.B. This could be the same presentation as in Module 1 but revised following the detailed feedback Full one-to-one and group feedback Training Skills – revisited If time permits: delivery of another training session (after suitable preparation time) Full one-to-one and group feedback
464120 Customer Relationship Management (CRM) 7 hours Course Aims This Customer Relationship Management (CRM) course is designed for those in a sales or business development role to improve existing customer service skills and develop new techniques to enhance customers' experience. Course Objectives: At the end of this course you will be able to: Enhance existing customer service skills and develop new techniques to improve your customers’ experience Understand your own impact on customers and identify ways to improve it Understand the characteristics of ‘The Likeable Organisation’ and apply them Utilise a ‘toolkit’ that will enable you to build customer relationships Measure the importance of CRM for business success Identify how effective CRM will improve business performance Learning Outcomes At the end of this course you will: Have an action plan to implement on your return to work, enabling you to apply your learning with immediate effect and improve your performance in managing customer relationships Assess your own impact on customers and will have identified ways to improve it Have a “toolkit” that will facilitate the building of effective customer relationships, where the customer views you as a strategic partner Be able to identify how effective CRM will improve business performance Customer types and Existing Customer Relationships “The Likeable Organisation”  CRM Toolkit Identifying Cross Selling Opportunities Achieving CRM  Individual action plans to improve results 
165107 Xcelsius 14 hours Description: In this Xcelsius Training course, students will use Xcelsius Present to create interactive visualizations for presenting complex data in a simple way, and to conduct analysis to make critical decisions. Students will also create complete dashboards that present business, project, and human resources information, all consolidated and presented in a user-friendly manner. Finally, students will publish dashboards into various file formats such as Adobe Flash, Microsoft Office PowerPoint, Adobe PDF, and also to the web. Objectives: Upon successful completion of this course, students will be able to: Explore the Xcelsius workspace and an already created dashboard. Create simple visualizations. Conduct data analysis using Xcelsius components that give dynamic functionality to the specified data. Create a Project Management dashboard. Create a dashboard to consolidate and present the Human Resources information of an organization. Finalize dashboards and export them to different file formats. Audience: This course is designed for professionals who conduct data analysis and need to present robust and timely data in an interactive display. 1: Getting Started with Xcelsius Explore the Xcelsius Interface Explore a Dashboard 2: Creating Simple and Interactive Visualizations Create a Simple Xcelsius Chart Manage Personal Finance Using Value Box Organize Levels of Information Using Filters Conduct a Comparative Study Using List Builder and Line Chart 3: Conducting Data Analysis Conduct Trend Analysis Using Combo Box Conduct Demand Analysis Using Label Based Menu Conduct a Region Based Demand Analysis Using Maps Forecast Revenue Using Sliders and Gauge 4: Creating a Project Management Dashboard Drill Down the Status of Current Projects Using the Drill Down Function Analyze Resource Efficiency Using Fisheye Picture Menu and Other Tools Analyze Resource Utilization Using Combination Chart 5: Creating a Human Resources Dashboard Create an Organization Dashboard Using Organization Chart Conduct Attrition Analysis 6: Finalizing Dashboards Create a Snapshot Publish Dashboards
578055 Kanban Management Professional 1 16 hours Kanban Management Professional 1 (KMP1) is a highly interactive two-day course accredited by the Lean Kanban University (LKU). It combines teaching, group discussions and a fully immersive simulation to illustrate how the Kanban Method helps individuals, teams, and organisations to manage and improve the delivery of products and services to their customers.   The Kanban Method provides pragmatic, actionable, evidence-based guidance for successful evolutionary change. It starts with what you do now and pursues evolutionary change while respecting current roles, responsibilities and job titles, and encouraging leadership at all levels. This allows organisations to evolve business processes gradually, define and use relevant metrics to measure progress, and significantly reduce the risks associated with complex change programmes.   You will leave this course with knowledge of the Kanban principles and general practices, and skills that will enable you to apply Kanban with confidence in your organisation. What Will You Learn? - Identify internal and external sources of dissatisfaction - Analyse demand vs capability - Model the knowledge discovery process - Design kanban systems and their visualisations - Identify and prioritise improvements - Choose cadences for activities - Identify classes of service What Will I Receive? Two days of high quality training with Michael Chik who has 20 years of experience in software development. During the course, refreshments and lunch will be provided. You will also receive: Course materials (print & electronic) Electronic copy of the book "Kanban - Successful Evolutionary Change for Your Technology Business" by David J. Anderson Membership of the Lean-Kanban University (LKU) Lean-Kanban University (LKU) certificate of course completion Who Is This Course For? Anyone who is involved in product development or knowledge work. This includes but is not limited to the following: Programme and delivery managers Product and project managers Product developers, software developers and testers People working in operations or support Business analysts High-level management Anyone interested in implementing Agile in their organisation   Day 1 Introduction to Kanban Definition of the Kanban Method Kanban in action: immersive Kanban simulation Using a kanban system: practical lessons from the simulation Day 2 Introduction to STATIK: Systems Thinking Approach To Introducing Kanban Identifying internal and external motivation for change Demand analysis for different types of work Mapping the workflow Discovering different classes of service Choosing system replenishment and delivery frequencies Designing a kanban system To improve your learning experience this course uses non-technical exercises, simulations, a case study and discussions organised in small groups.
296322 ITIL®: Intermediate Capability Stream: Operational Support & Analysis (OS&A) 35 hours The target group of the Operational Support and Analysis Certificate is:  Individuals who have attained the ITIL Foundation certificate in Service Management and who wish to advance to higher level ITIL certifications. Individuals who require a deep understanding of ITIL Certificate in Operational Support and Analysis processes and how it may be used to enhance the quality of IT service support within an organization.  IT professionals that are working within an organization that has adopted and adapted ITIL who need to be informed about and thereafter contribute to an ongoing service improvement programme  Operational staff involved in Event Management Process, Incident Management Process, Request Fulfilment Process, Problem Management Process, Access Management Process, Service Desk, Technical Management, IT Operations Management and Application Management. This may include but is not limited to, IT professionals, business managers and business process owners. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification: Service Management as a Practice  Service Operation Principals  Processes across the Service Lifecycle pertaining to the capability of Operational Support and Analysis  Specific emphasis on the Service Operation Lifecycle processes and roles included in: Event Management which defines any detectable or discernible occurrence that has significance for the management of the IT Infrastructure or the delivery of an IT service Incident Management which has the capability to bring services back to normal operations as soon as possible, according to agreed service levels o Request Fulfilment which fulfils a request providing quick and effective access to standard services which business staff can use to improve their productivity or the quality of business services and products Problem Management which prevents problems and resulting Incidents from happening, to eliminate recurring Incidents and to minimize the impact of Incidents that cannot be prevented Access Management which grants authorized users the right to use a service, while preventing access to non-authorized users  Operational activities of processes covered in other Lifecycle phases such as: Change Management Service Asset and Configuration Management Release and Deployment Management Capacity Management Availability Management Knowledge Management Financial Management for IT services IT Service Continuity Management  Common Service Operation activities related to Service Operation and Support  Organizing for Service Operation which describe functions to be performed within the Service  Operation and Support such as Service Desk, Technical Management, IT Operations Management, Application Management  Service Operations and Support Service Operation roles and responsibilities  Technology and Implementation Considerations  Challenges, Critical Success Factors and risks.
165046 Object-Oriented Analysis and Design using UML 21 hours This course is intended for analysts, designers, developers, testers and project managers. It is an introduction to system modeling using UML. Based on selected systems (case study) following phases of system modeling are presented: from modeling requirements, through business process modeling and documentation of functional and non-functional requirements, to the analytical model. The next step is the design phase - static and dynamic modeling using project classes and the interaction between the system components. Training can be the basis for a comprehensive process modeling in enterprise systems through the use of UML in all phases of software development. Introduction to UML A brief History of UML Overview of issues in the field of object-oriented modeling UML Specification (OMG) UML diagrams overview Requirements management Requirements Types Requirements Categories (FURPS) Methods for gathering requirements Modeling requirements using UML The relationship matrix for the requirements Creating a requirements specification Modeling business processes Activity Diagram Business process modeling in UML The definition of a business process Concurrent flows and decisions Exceptions and Exception Handling Partitions, path Modeling non-functional requirements Components and Deployment diagrams The initial architecture of the system - logical and physical Modeling requirements for security, performance, reliability, ... Modeling functional requirements Modeling functionality with the Use Case diagram Determining the scope of the system Actors and the relationships between them Identifying use cases Association "actor - use case" and its properties The relationship between use cases: include, extend, generalization Creating a use case scenarios and generate diagrams from them (activity, state machine) Analytical model of the system Using communication diagram to identify the main system objects The types of messages: asynchronous, synchronous, reply Specify the numbering sequence of messages Categories of objects: Boundary, Control and Entity Introduction to the project system Modeling the interaction Static Modeling Class Diagram and source code generation Association relationship and its characteristics. Other relationships: aggregation, composition, generalization, dependency, association class Forward/Reverse engineering Generating source code from the model Generating diagram based on the source code Synchronizing code and diagram Object Diagrams, Composite Structure Diagrams, and Package Diagrams Dynamic Modeling Verification of the static model Clarification of method signatures Verification of the class diagram The dynamic modeling at the level of method calls Diagrams: Sequence, State Machine, Timing, and Interaction
14915 Business Plan building with Business Motivation Model 14 hours Attendees will learn the principals behind the modeling of business strategy, and the specifics of doing so using the Business Motivation Model from the OMG. Delegates will build a company business plan during the course complying to the BMM standard The Business Motivation Model Overview Key Ideas in the Business Motivation Model Business Perspective Motivation Reaction to Change Separation of Concerns Decomposition Metrics Overview of BMM Structure End Means Course of Action Directive Influencers Assessments Externally-referenced Business Model Elements Organization Unit Business Process Business Rule Associations between Externally-referenced Concepts Common Business Vocabulary Processes Supported by the Business Motivation Model Business Motivation Model Structure Business Planing Process Preparing Vision Market analysis Creating Ends and Means Business Process mapping Executing the model
417052 The Scrum Test Specialist 7 hours This course is designed for testers, from a traditional test background, who are seeking to find their place in an Agile development environment. There is no specific Tester role in Scrum - there is just the Team. The Team collectively is responsible for the quality of the delivery, including testing, and so the ‘traditional’ Tester role is redundant. However, this course demonstrates how a Team member specialising in testing can add a great deal of value in the Scrum development process. Overview of Agile The Agile manifesto and principles Benefits of Agile Scrum overview and context Scrum Development Process Scrum components – 4 ceremonies, 4 artefacts, 3 roles The Scrum Process Comparison of V-Model to Agile Approach to Software Testing Traditional requirements v User Stories Valuing working software over documentation – what test documentation is needed? Conveyor belt v Collaboration – working in one Team The Contribution of the ‘Test Perspective’ to: The Sprint Review The Sprint Retrospective Backlog grooming and estimation The Test Specialist’s Tool Bag Exploratory testing Automated testing
121794 ITIL® Foundation Certificate in IT Service Management 21 hours The ITIL® Foundation Certificate in IT Service Management course provides comprehensive first-level training for anyone involved in provision, support, and delivery of IT Services and is aimed at all levels of IT professionals, Customers, and Users involved in the provision or receipt of IT Services. The course culminates in an optional one-hour multiple-choice examination for the Foundation Certificate in IT Service Management and is a pre-requisite for further training in ITIL that leads to the ITIL Expert Certificate in IT Service Management. Service Management as a Practice Efficient development of new services and the improvement of existing services Good practice Functions, Roles and Processes Service Strategy: overall business aims and expectations Types of Service Provision Service Portfolio Management Financial Management Demand Management Business case Service Design: developing a solution to meet the needs of the business Service Catalogue Management Supplier Management Service Level Management Availability Management Capacity Management IT Service Continuity Management Information Security Management Service Transition: implementing service designs so that service operations can manage the services Service Asset and Configuration Management Change Management Knowledge Management Release and Deployment Management Service Operation: day to day, business as usual activities Incident Management Problem Management Request Fulfilment Event Management Access Management Functions: Service Desk, Technical Management, Operations Management and Applications Management Continual Service Improvement: how to improve the cost effectiveness and efficiency of service provision CSI Model Deming Cycle Examination Multiple choice 40 questions per paper 26 marks required to pass (out of 40 available) - 65% 60 minutes duration If taking an exam, candidates are required to provide a Photo ID with a valid signature e.g. driving license, passport or named work ID badges prior to sitting their exam. Failure to produce this ID will result in their exam results being withheld until proof of ID is provided.
209777 Managing Projects using Waterfall and Agile Techniques 14 hours This 2 day course is suitable for any IT professionals who are interested in using the Waterfall model and how people have traditionally tried to deal with its shortcomings - including, but not limited to, Agile approaches. The aim of the 1st day is to give an overview of these approaches enabling you to decide what might suit them in your environment. The 2nd day looks at project management techniques and good practices that have been identified from Agile, and which can be applied in a Waterfall or Agile context.Day 1 - Managing Software Projects in a Waterfall Context 1. Introduction to Waterfall a. Historical Context Winston Royce Background in manufacturing processes b. Waterfall stages Requirements gathering Design Implementation Verification Maintenance c. Waterfall challenges Handling change Distance between business knowledge and implementation Storing risk to late in the lifecycle Prioritisation of scope d. Summary of reactions to Waterfall model Embrace – Waterfall approaches, eg SSADM Cope – V-Model Adapt – Incremental Reject – Agile Enhance – Lean 2. V-Model coping strategies for Waterfall delivery a. Early verification and validation Cost of finding late Reviews and inspections Static analysis b. V-Model test stages Unit/Unit integration System System Integration Acceptance c. V-Model benefits Increased end-user involvement in verification Early risk mitigation 3. Adapting Waterfall with Incremental approaches a. Types of Incremental approaches Pre-planned  Parallel, RAD Evolutionary, RUP b. Incremental delivery principles Product increments Proto-typing Timeboxing c. Benefits of incremental delivery Increased user involvement in decision making Early return on investment Reacts to change  4. Rejecting the Waterfall model in favour of Agile a. Agile Essentials Agile Manifesto Agile Principles b. Introduction to Scrum, the most popular Agile framework Iterative delivery Collaborative working Just in time documentation Adaptive planning c. Benefits of Agile Increased user involvement throughout process Empowered development team Rapid return on investment Greater ability to react to change Reduce nugatory development 5. Enhancing Waterfall with Kanban delivery a. Lean and Kanban  History of Lean delivery  History of Kanban Principle of reducing waste b. Introduction to Kanban The Kanban board Managing work-in-progress c. Benefits of Kanban Greater ability to react to change Rapid return on investment Reduce nugatory development Day 2 - Agile Project Management Techniques 1. Empirical Process Control a. Inspect Demonstration Retrospection b. Adapt Adaptive planning Continuous improvement c. Transparency Stakeholder involvement Contract negotiation Just in time documentation 2. Managing requirements a. Backlogs Product Release Sprint b. Backlog Items User Stories Defects Requirements specifications c. Risk Adjusting Backlog for risk Risk burndown 3. Estimation and control a. Timebox planning Release planning Iteration planning Daily communication b. Prioritisation techniques MoSCow Value based Other techniques c. Estimation techniques User story grooming Planning Poker 4. Delivery management a. Iterative delivery Team velocity Rapid return on investment b. Information radiators Scrum wall Burn-down chart 5. Team management a. Associative leadership ScrumMaster as facilitator Role of the traditional project manager b. End-user involvement The single decision maker - the Product Owner Communicating with stakeholders (Pigs and Chickens) c. Empowered team Self-managing teams The role of the specialist within the team Managing split teams
295294 Analiza biznesowa i systemowa z użyciem notacji UML - warsztat praktyczny dla PO w metodyce Scrum 21 hours
296715 Microsoft Office Excel - moduł Business Intelligence 14 hours
464053 ITIL Expert, PMP & PRINCE2 Practitioner 21 hours ITIL The ITIL Foundation Certification is an entry-level Certification for IT Professionals. Globally, it is the most widely accepted framework for IT Service Management. ITIL Foundation is a comprehensive collection of “best practices” framework provided by APMG,UK/CSME,USA. Knowledge gained from the ITIL Foundation plays a significant role in delivering value to customers by providing IT Services efficiently and effectively. A Certificate in ITIL Foundation is evidence that a person understands ITIL terminology, structure, fundamental concepts, and has comprehended the core principles of ITIL practices. Our ezPrep ITIL Foundation Training Program is packed with lots of practical examples, recapitulations, followed by a real-life case study that reinforces learning and provides a thorough grasp of the concepts. • Introduction & Awareness to ITIL Concepts, Terminology - • The Service Lifecycle - Understand the concepts of ITIL® lifecycle stages, processes, functions, roles & responsibilities. Five core publications map the entire ITIL® Service Lifecycle are.. 1. Service Strategy - How to align IT strategy with business goals and expectations. 2. Service Design - Transform business requirements into strategic solutions. 3. Service Transition - Manage change, risk, and quality assurance. 4. Service Operation - Stabilize day-to-day business operations delivering value. 5. Continual Service Improvement - For overall process and service improvement.
463781 Cloud, SaaS, IaaS - pratical overview of available options 35 hours This course is created for people who face choices which solution to choose for a specific problem. IT Managers, Solution Architects, Test Managers, System Administrators and Developers can benefit from this course by understanding the benefits and costs of available Cloud/SaaS/Iaas solutions. Overview of Cloud Virtalization (e.g. VirtualBox, WMware, KVM...) Hardware support for virtalization (sharing networki interfaces, etc...) Share nothing storage (S3, Ceph, Glacier) Mixed model (Bare Metal + Cloud) Public Cloud Providers Amazon Azure Google Aliyun UnitedStack Private Cloud Solutions OpenStack Amazon EC2 Ohters Software as a Service Benefits over deployable software Constomer isoaltion Legal aspects influencing solution Redunancy Availability Managing upgrades, versionsing, etc... Deployment options (BeanStalk, etc...) Redundant Databases NoSQL (e.g. MongoDB) SQL/NewSQL (e.g. Galera Cluster) Automate redundancy management with RDS Pros vs Cons Dealing with transactioons and consistency Hadoop Redundant WebServers Loadbalacing DNS load balacing (roundrobin, geo-proximity, etc..., e.g. Route53) Session handling Virtual Image Management (Appliances) Image formats Transfering images between zones Image interoperability between clouds
226141 Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) 14 hours Audience All Senior Management who need a working knowledge of AML / CTF and their prevention – and an awareness of the other relevant and current Financial Crime issues; Format of the course A combination of: Facilitated Discussions Slide Presentations Case Studies Examples Course Objectives By the end of this course, delegates will be able to: Explain how AML and CTF might be prevented Understand the major facets of AML and CTF as they apply to their companies and the national and international efforts being made to combat them Define the ways in which a company and its staff should protect themselves against the risks of Money Laundering and Terrorist Financing Detail how a company might become a target for Money Laundering and Terrorist Financing: and explain which “red flags” might help them to identify, prevent and report any (suspicious or actual) criminal activity Understand some of the other “hot spots” in Financial Crime Anti-Money Laundering (AML) and Countering Terrorist Financing (CTF) Understanding Money Laundering and Terrorist Financing What are AML and CTF: and how do they work? The Criminalisation of Money Laundering and Terrorist Financing: and the types of crimes caught under the Financial Crime Prevention legislation The expansion of Money Laundering from drugs to corruption to terrorism The International Community’s response to AML and CTF The International Community’s response to AML and CTF post-9/11 Especially the Financial Action Task Force (FATF): Its membership categories (this can include a section on particular countries&rsquo membership) Its 40 Recommendations for AML and a further 9 Recommendations on CTF Its influence over domestic and international legislation Compliance with Anti-Money Laundering Legislation International Legislation and legislation applicable to the country where the course is being delivered UK Regulations and Legislation (for comparison): principally The Proceeds of Crime Act 2002 (POCA) Compliance Strategies Internal Controls, Procedures and Policies Cooperation with the Authorities and the Regulators Know Your Customer (KYC) and Identification and Verification (ID&V) Rules Impact on Strategy, Client Relations and Human Resources Recognising and Reporting Suspicious Transactions Statutory Obligations Identifying suspicious transactions Internal and external reporting of suspicious transactions Money Laundering Detection Techniques Prevention, Detection and Due Diligence Early-Warning Mechanisms The Future Where are today’s hotspots…? What next for AML / CTF…? Other Financial Crime Hotspots Fraud Information Security Market Abuse and Insider Dealing Sanctions
51783 B2B Brand Management 7 hours A lot of courses deal with Brand Management but only few of them focuses on Business to Business branding. This course focuses on B2B branding which is substantially different from B2C brand management. B2B Branding Characteristics Differences between B2C and B2B branding B2B brand Relevance Power of the Business Brand B2B Branding Dimensions Brand Distinction Brand Communication Brand Evaluation Brand Specialities B2B Branding Process Brand Planning Brand Analysis Brand Strategy Brand Building Brand Audit B2B Success Stories Samsung IBM Siemens Lenovo Branding Pitfalls Is a brand something you own? Do brands take care of themselves? Brand Awareness vs. Brand Relevance Can Outsiders do your brand job? Branding in Big Picture Corporate Social Responsibility Branding in East Asia Design and Branding Brand Leadership
118122 WildFly Server Administration 14 hours This course is created for Administrators, Developers or anyone who is interested in managing WildFly Application Server (AKA JBoss Application Server). This course usually runs on the newest version of the Application Server, but it can be tailored (as a private course) to older versions starting from version 5.1. Module 1: Installing Core Components Installing the Java environment  Installing JBoss AS Application server features Creating a custom server configuration Module 2: Customizing JBoss AS Services How to monitor JBoss AS services JBoss AS thread pool Configuring logging services Configuring the connection to the database Configuring the transaction service Module 3. Deploying EJB 3 Session Beans Developing Enterprise JavaBeans Configuring the EJB container Module 4: Deploying a Web Application Developing web layout Configuring JBoss Web Server Module 5: Deploying Applications with JBoss Messaging Service The new JBoss Messaging system Developing JMS applications Advanced JBoss Messaging Module 6: Managing JBoss AS Introducing Java Management Extension JBoss AS Administration Console Managing applications Administering resources
464119 Commercial Awareness 7 hours Commercial awareness is of increasing benefit to us all and the organisations that we work for and / or support in our everyday working lives. In challenging market and economic conditions, individuals need to have a greater awareness of how an organisation operates at a strategic level and how external influences affect the organisation’s progress. Increasingly, staff and managers are being asked to take decisions with a strong focus on the external environment and the impact that such changes may have internally. During this course you will be able to: Apply strategic thinking tools to develop a direction for your team Translate strategy into action Identify key financial indicators affecting your team or organisation Introductions and Objectives Strategic Thinking and Leadership The true nature of leadership – the difference between management and leadership Creating and communicating a vision Strategy, tactics and operations Problem analysis – PESTLE, SWOT, Cause and Effect Creative thinking strategies Finance and Running a Business Income and expenditure The costs of running a business or department Forecasting and reporting Using a balance sheet Profit and loss reporting
464112 Organisational Behaviour 14 hours Introduction to OB Diversity in Organisation Attitude & job satisfaction Personality Perception & individual decision making Motivation Foundation of group behaviour (groups & teams) Organisational structure or communication Leadership Managing change & stress - conflict Organisational Culture
464044 Efficient Requirement Management using Agile Methods and Agile UML Modeling 21 hours Objective: This training course aims at helping product managers, products owners, business analysts, system architects and developers understand how to efficiently Manage Requirements on the basis of the product vision till guiding developers accurately in implementing them. More in detail, this course aims at assisting product managers in better defining the value propositions of their products on the basis of strategies and stakeholder needs. Business Analysts and product owners understand how to describe requirements of the product backlog then discover appropriate epics and user stories of the system while contributing to the required value creation. Along interactive case study exercises, participants learn how to describe in detail such requirements in order to validate correct understanding of needs and prepare system acceptance tests. Thus, only using a very common and productive UML profile, they learn to structure requirements in order to communicate efficiently with architects and developers through an iterative requirement gathering process. Audience: Product Managers Product Owners Business Analysts Anyone interetsted in the Requirements Management Process Introduction What is the Requirement Management Process ? Why Agile ? Business agility and agile software delivery : Definitions Linking Agile to Business : Business Motivation Model vs. Business Model Canvas, How to effciently use the Value Proposition Canvas for defining the Product Vision ? Business agility vs. agile software delivery principles What is Agile Not ? Impacts of alignment with strategies and capabilities Requirement Management in an Agile Context Scrum Life Cycle : Issues about completeness of requirements and traceability How productive models enhance communication in 'Agile' ? Business Extensions of Agile : Structuring Business Value Contribution of a User Story A Panorama of UML diagrams for modeling requirements Frameworks for tracing requirements toward software implementation and tests The 5 levels planning of an agile project (from Clarifying the Vision and Product Backlog to Tasks… and the Architecture Walking Skeleton) Managing Requirements within Agile Methods (Scrum, DAD) vs. the Unified Process (RUP) Roles, teams, environments Presentation of the Case Study for Structuring requirements and managing them using an iterative process How to describe the business vision and needs via traceable models ? Qualification of the requirements : The Kano model vs. the Value Proposition Canvas Structuring the Vision of the Product on the basis of strategies, environmental forces and trends Value proposition, key activities, key resources, revenue streams and cost structures,  Discovering the business scope of the product using the customer needs, gains and pains Describing business use cases using 'value streams' and 'value stages' Bridging the business scope of the product with expected 'value contributions' Case Study : Describing the vision of the product How to describe user needs via agile use case modeling (epics and user stories) ?  Agile Estimating and Planning Building and managing the product backlog / granularity of requirements Ahead of the sprint planning Creation of the sprint backlog Agile User Story Pattern : system scope (the subject), actors, use cases, user stories, acceptance criteria, the INVEST model The Walking Skeleton using Disciplined Agile Delivery : From Processes to Technology  How to find out epics and user stories on the basis of value streams ? Value contribution of epics and user stories Writing tasks : granularity and size using the SMART model Case Study : Discovering epics and user stories on the basis of value streams Validating and testing correct understanding of detailed specifications  Using an incremental requirement gathering process and the sprint backlog Rules for efficient epic, user story and architecture descriptions Diagrams for validating epics and user story descriptions  How to choose the right diagram ?  Refining features using use cases and relationships modeling Testing correct understanding of requirements using Test-Driven Requirements Given/When/Then structures and Operation Contracts for guiding developers in implementing requirements Coverage analysis and change management Case Study : Validating, testing and communicating detailed requirements to developers Conclusion Steps of efficient requirement gathering and system analysis processes  Traceability between requirements and analysis models  Patterns for gathering and testing requirements  Notice: The above training-mentoring sessions are conducted interactively using examples from Requirement Engineering and Modeling tools in order to ensure good level of traceability between requirements and underlying solutions. Concepts are first explained using basic examples and are then followed by solution drafts to your potential case. After this session, we can also accompany you by reviewing and validating your solutions depending on your needs.
1031349 MODAF Overview and Modelling the Enterprise 21 hours This course is delivered in 2 modules: First module enables students to gain an overview of the use of MODAF to support acquisition. Secong module provides an in-depth description of the MODAF views and how they are used in the development of an architecture. It describes how the 6-step process is applied and how information gathered from stakeholders is interpreted within the MODAF model and represented in user-focussed views. Module 1 – Introduction to MODAF (½Day) Explain the benefits of a model-based approach Describe how MODAF provides graphical and textual visualisations of the enterprise (Viewpoints) Describe how MODAF ensures coherence between views (M3 metamodel) Describe the MODAF Viewpoints Describe how MODAF Views combine to describe enterprise change requirements Describe the MODAF 6-step approach Module 2 – MODAF, Modelling the Enterprise (2 ½ Days) Describe how to scope an EA problem and develop an initial AV-1 Describe the purpose and structure of each of the MODAF Views Explain  how a MODAF-based architecture can: Describe the context of an enterprise Express operational capabilities and their metrics and map these to solution elements Express capability within an operational context and the processes that achieve the business or mission goal Describe elements of an enterprise from an SOA Viewpoint Describe how solution resources can be composed to realise capabilities or deliver services Describe the functional behaviour of solution resources Model system data and express how system level data exchange requirements can be mapped to operational information exchange requirements Specify system ports, the routing of port connections, protocols and hardware specifications Describe how architecture models can be enhanced using navigation views and dashboards
1072037 Rola testera w Agile 7 hours
226131 Corporate Governance 7 hours Audience All staff needing a working knowledge of Corporate Governance for their organisation Format of the course A highly-interactive combination of: Facilitated Discussions Slide Presentations Examples Exercises Case Studies The Background to Corporate Governance Definition of Corporate Governance The History of Corporate Governance Importance of Corporate Governance Corporate Governance around the world Who needs to be involved in a Company’s Corporate Governance? The Duties and Responsibilities of the Company’s officers (including Directors) Corporate Governance principles related to: Organisational Structure (hierarchy) Shareholders and Stakeholders Board responsibilities Integrity Disclosure / Transparency Management Committees and their responsibilities including: Compliance and Audit Committee Remuneration Committee Nomination Committee Credit (Finance) Committee Others as required Controls and Policies Internal and External controls and regulation Self-regulation by Board / Management (monitored through Management Committees) Enforcement Rules (mandatory) v Principles (optional) Government Regulations Codes and guidelines Policies to be established including: Financial Crime – AML, KYC etc. Whistle-blowing Complaints Handling Risk – financial / operational Corporate Responsibility Staff (including Health and Safety)
13020 Artificial Intelligence Overview 7 hours This course has been created for managers, solutions architects, innovation officers, CTOs, software architects and everyone who is interested overview of applied artificial intelligence and the nearest forecast for its development. Artificial Intelligence History Intelligent Agents Problem Solving Solving Problems by Searching Beyond Classical Search Adversarial Search Constraint Satisfaction Problems Knowledge and Reasoning Logical Agents First-Order Logic Inference in First-Order Logic Classical Planning Planning and Acting in the Real World Knowledge Representation Uncertain Knowledge and Reasoning Quantifying Uncertainty Probabilistic Reasoning Probabilistic Reasoning over Time Making Simple Decisions Making Complex Decisions Learning Learning from Examples Knowledge in Learning Learning Probabilistic Models Reinforcement Learning Communicating, Perceiving, and Acting; Natural Language Processing Natural Language for Communication Perception Robotics Conclusions Philosophical Foundations AI: The Present and Future
164958 REST API - a pattern of exchange of information between sites 14 hours The course is designed for developers, web applications, aims to provide opportunities offered by the REST architectural pattern by which you can communicate between sites. REST - base The need for the exchange of information between sites HTTP POST / GET / PUT / DELETE Services such MushUp and popular applications Services using REST Conventions Rest Mapping CRUD operations on HTTP calls Conventions API URL structure Passing Parameters Return Values HTTP statuses JSON - a universal format for the exchange of information Using the API services - customer Examples of the popular API Create a REST API - Server Gathering requirements and identify functionality Design and API documentation Installing the required libraries Business Object - mapping the class Controller methods Representation of a business object as JSON HTTP Headers - as metadata Testing the API using cURL Authentication mechanisms
110938 Introduction to Domain Driven Design 14 hours What Is Domain-Driven Design (DDD) Building Domain Knowledge The Ubiquitous Language The Need for a Common Language Creating the Ubiquitous Language The Building Blocks Of A Model-Driven Design Layered Architecture Entities Value Objects Services Modules Aggregates Factories Repositories Refactoring Toward Deeper Insight Continuous Refactoring Bring Key Concepts Into Light Preserving Model Integrity Bounded Context Continuous Integration Context Map Shared Kernel Customer-Supplier Conformist Anticorruption Layer Separate Ways Open Host Service Distillation
295300 Prototypowanie interaktywnych makiet - Axure 14 hours
464047 Introduction to Enterprise Architectures 14 hours Objective This training course aims at helping attendees to understand the most used Enterprise Architectures and rules to follow up in their construction to succeed with an appropriate architecture scenario for their organisation. Thanks to the selection of appropriate architecture layers, components and traceability links that are to be established from the business layer to the technical layer, the resulting enterprise architecture framework allows you a good impact analysis in the face of evolutions of the business decisions and anticipates mutations of the corresponding information system components. Why Architecting the Enterprise? Introduction : Current issues in the Enterprise and IT governance Legacy Systems and evolution needs Business Architecture and Enterprise Architecture : similarities and differences The fundamentals Architecting the Enterprise : the principles Strategic Alignment Business and IT Repository Logical Architectures n-tiers Application technologies : ERP, SCM, webportail, Integration architectures and Services Architectures : EAI and ESB Service Oriented Architectures : Roles of the BPM and BAM Enterprise Architecture Strategies and Methodologies "As is" and "To be" system cartographies : How to determine the roadmap ? Structures to better align IT with the Strategies ? What is the approach ? What are links with the development processes ? Enterprise Architecture Content Framework Identifying the business functions of the enterprise Cartography of the actors and business functions Aligning business strategies Patterns to architecting the IT system Zones, squares and blocks Identifying Exchanges using services and events Modeling inter-block exchanges and data objects to support business process realizations Building the repository and data architectures The Master Data Management (MDM) Granularity Management Modeling Languages Definition of the meta-model and architecture rules Elaborate the Enterprise Architecture Repository Architecture Cartography Reference Layers Business, Functional, Application and Technical Layers Links between the Strategic and Business Views Traceability between the Business and Functional Views Traceability between the Functional and Application Views Bridges with the Technical View Contribution of an 'Enterprise Architecture' to create value Contribution to the business value Best Practices The Enterprise Architecture Roadmap Perspectives Tools Business Process and Cartography Management tools Presentation on a case study Notice: The above training-mentoring sessions are conducted interactively using Business Modeling tools in order to ensure good level of traceability between business specifications and their execution. Concepts are first explained using basic examples and are then followed by solution drafts to your own problems. After this session, we can accompany you by reviewing and validating your solutions depending on your needs. The logos BMM, BPMN and UML referenced on this site are trademarks of the Object Management Group (OMG). The RUP and SOMA are rademarks of the IBM / Rational Software. TOGAF and Zachman are respectively trademarks of the Open Group and Zachman International
51776 Business Analysis, BABOK V3.0 and IIBA Certification Preparation 21 hours Summary: A business/systems analyst solves business problems by designing information systems which execute the strategy defined by the business. These IT solutions generally achieve one of the following goals for the business: implement a new business process, increase efficiency and productivity of existing business processes, or reduce operating costs of existing processes. This course is intended for Business Analysts including those who may want to go on and prepare for an IIBA Certification (CCBA or CBAP) and is consistent with the framework outlined by the BABOK® Version 3.0 Objectives: Identify the critical principles, activities, tasks, and techniques outlined in the BABOK® V3.0 Understand the core knowledge areas, activities, tasks, deliverables, and their relationships: Key Definitions: BABOK® (Business Analysis Body of Knowledge) Standard for practice of business analysis and serving as a framework describing the tasks that must be performed. CCBA® (Certified of Competency in Business Analysis) A certification offered through the International Institute of Business Analysis (IIBA) requiring passing a test based on the BABOK® only after application approval which is based on education and experience. CBAP®(Certified Business Analysis Professional) A certification offered through the International Institute of Business Analysis (IIBA) requiring passing a test based on the BABOK® only after application approval which is based on education and experience. Introduction to IIBA Certification Overview of certification process & requirements BABOK® Framework Knowledge Areas Business Analysis Planning & Monitoring Overview, Inputs and Outputs Planning the Requirements Approach Identifying and Analysing Stakeholders Deciding how Requirements will be Managed and Traced Estimating BA Activities Planning of BA Communications Determining Requirements Metrics for Monitoring and Reporting Techniques for Planning Requirements Elicitation Overview, Inputs and Outputs Prepare for Elicitation Conduct Elicitation Activity Document Elicitation Results Confirm Elicitation Results Techniques for Elicitation Requirements Management and Communication Overview, Inputs and Outputs Manage Solution Scope and Requirements Manage Requirements Traceability Maintain Requirements for Re-Use Prepare Requirements Package Communicate Requirements Techniques for Requirements Management and Communication Enterprise Analysis Overview, Inputs and Outputs Define Business Need Assess Capability Gaps Determine Solution Approach Define Solution Scope Define Business Case Techniques for Enterprise Analysis Requirements Analysis Overview, Inputs and Outputs Prioritise Requirements Organize Requirements Specify and Model Requirements Define Assumptions and Constraints Verify Requirements Validate Requirements Techniques for Analysis Solution Assessment and Validation Overview, Inputs and Outputs Assess Proposed Solution Allocate Requirements Assess Organizational Readiness Define Transition Requirements Validate Solution Evaluate Solution Performance Techniques for Solution Assessment and Validation Underlying Competencies Analytical Thinking and Problem Solving Behavioural Characteristics Business Knowledge Communication Skills Interaction Skills Software Applications
417071 People and Team Management 21 hours Audience Staff who need to be fully aware of the issues surrounding People and Team Management for: Themselves Their colleagues (peers) Their bosses Their team members Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Appreciate how to manage, motivate and develop their team members Manage their internal and external customers and stakeholders Explain how to deal with the difficult situations they may encounter in the office Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Management v Leadership What is Management? What is Leadership? What is the difference between Management and Leadership? Analysing Leadership Behaviour Analysing the difference Management Styles – and understand when to use them The importance of Communication – including: Verbal Communication Vocal Communication Visual Communication Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Building a Successful Team What is a Team? The stages of Team Development Goal and Objective Setting Goal Setting – for the company Objective Setting – for the staff Drafting and Aligning Objectives Performance Management Stakeholder Management People and the Service-Profit Chain Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Delegation What is Delegation? The Stages of Delegation Coaching What is Coaching? Using the G R O W model for effective coaching Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them: Competing Collaborating Compromising Avoiding Accommodating Bridging the Gap
417095 Six Sigma Green Belt 70 hours Green Belts participate in and lead Lean and Six Sigma projects from within their regular job function. They can tackle projects as part of a cross functional team or projects scoped within their normal job. Each session of Green Belt training is separated by 3 or 4 weeks when the Green Belts apply their training to their improvement projects. We recommend supporting the Green Belts on their projects in between training sessions and holding stage gate reviews along with leadership and Lean Six Sigma Champions to ensure DMAIC methodology is being rigorously applied. Week 1 Foundation: covers the fundamentals of the Lean Six Sigma Define Measure Analyse Improve Control (DMAIC) approach enabling participants to take part and lead waste and defect reduction projects and initiatives. Week 2 Practitioner: provides additional data analysis and lean tools for participants to lead well scoped process improvement projects related to their regular job function. Block 1 Day 1 Introduction to Six Sigma Project Chartering & VOC Process Mapping Stakeholder analysis Day 2 Team Start Up Prioritisation Matrix Lean Thinking Value Stream Mapping Day 3 Data Collection Minitab and Graphical Analysis Descriptive Statistics Day 4 Measurement System Evaluation Process Capability Cp, CpK Six Sigma Metrics Day 5 5 Why FMEA Block 2 Day 1 Review of Block 1 Multivari Inferential Statistics Intro to Hypothesis Testing Day 2 2 sample t-tests F tests Hypothesis Testing – Chi Sq Day 3 Hypothesis Testing - Anova Day 4 Correlation and Regression Multiple Regression Introduction to Design Of Experiments Day 5 Mistake Proofing Control Plans Control Charts
206457 Web Services Basics for Non-Programmers 14 hours This course is intended to provide an understanding on how to use, debug and manage Web Services from a non-developer/programmer perspective. Overview of Web Services Why do we need Web Services? Service-Oriented Architecture Principles (SOA) HTTP and XML - what is the whole buzz about? Simple Object Access Protocol (SOAP) Web Service Description Language (WSDL) Universal Description, Discovery and Integration (UDDI) The WS-* profiles - what are these? REST The XML Technology Why XML with Web Services? The XSD Schema Data representation in XML XSLT based XML transformations HTTP / XML Web Services case study The SOAP Messaging Model Namespaces SOAP over HTTP The SOAP Envelope The Message Header The Message Body SOAP Faults Attachments Web Services Description Language Web Services as Component-Based Software The Need for an IDL - history of Distributed Computing Web Services Description Language WSDL Information Model The Abstract Model -- Service Semantics Message Description Messaging Styles The Concrete Model -- Ports, Services, Locations Extending WSDL -- Bindings Service Description Handling Binary Content The WS-I Attachments Profile Using base64Binary MIME Attachments Other technologies overview REST JSON PHP Serialization ESB Integration Platforms
417049 Business Process Management 35 hours Audience Business Consultants, Business Analysts, Business Process Engineers, System Analysts, Anyone who is involved in analysing and planning Business Processes. Overview Business Process Management (BPM) sits between Management and Information Technology, incorporating tools and techniques to design, implement, control, and analyze Operational Business Processes - these typically involve people, entire organizations, software applications. The course will contain Hands-On work. Delegates will be introduced to topics during theory sessions and these will be followed by lab exercises relating to the topic. What you will learn The fundamentals of Business Process Management BPM Implementation Strategies Process Modeling, Analysis & Design Governance and Business strategy Modeling a process with BPMN Fault Handling and Exception Management Business Rules BPM as enabler of SOA: Key components Architecture of a BPM System Note: this course can also be delivered as a 3 day event Introduction A Brief History of Process The Process Perspective Process Management Process Modeling Analysis & Design Business Process Management Framework Business Process Management Systems (BPMS) Business Process Architecture BPM Implementation Strategies BPM Value Proposition The BPM Community Why automate BPM? Topology of a SOA reference architecture BPM Vendors overview Positioning of BPM tools Aligning IT and Business BPM vs BPMS When to choose a BPMS IT and business must work hand in hand Matching the right technology to your problem Adopting a development model Overview of a BPM system Terms and concepts Understanding Basic Concepts and Architecture Process Modelling Process Analysis Process Design Components and structure of a BPMS Enterprise Process Management Planning Key Skills, Roles and Responsibilities Governance and Business strategy The past: data/functions vs objects & services The future: core business logic vs process control Design implications for Architects Alignment of Business and IT The Role of Business Stewardship The Role of Business Rule Analysts Modelling a process with BPMN The added value of BPMN Composability and basic services Promoting an incremental and iterative approach Why should Use Cases drive the project? Declaration of message properties Use of correlation sets Develop a complex parallel execution of activities Designing concurrency BPMN implemented by vendors Example: Microsoft XLANG Fault Handling and Exception Management Defining Events Configuring Timeouts Handling Faults Catching Exceptions Compensation Management Business Rules Motivations for BRs Basic Concepts Rule Maturity Model (KPI RMM™) KPI STEP™ Principles New Roles of Business and I/T The Business Focus in Business Rules When is a BR Approach Appropriate? New Aspects for Scoping a BR Project Key Elements of a BR Project Plan The Role of a BR Pilot Overview of Mining BRs from Code BPM as enabler of SOA: Key components Application frontends Basic Services The value of an ESB Using a Repository Increased agility for the business The BPM Board Distributing technology white papers Controlling & measuring improvement processes Managing the repository Setup of a quality gateway The 4 pillars of success Metrics The context of organizational performance What makes a good metric Measurement & management hierarchy Process management: More than measurements Metrics within processes Management roles in measurement Management questions to be answered Pitfalls of process management efforts Architecture of a BPM System EAI and B2B aspects Topology and scalability Design tools Deployment tools Monitoring and management The process engine Process definition repository Transaction manager Example Connector framework Core BPMS features and Interfaces Repository support Database support The level of required customization BPEL language compliance Involvement of development languages Human workflow solutions Choosing the right approach What BPM Approach is right for your project Scope the rules in your project before starting Plan the project for a BPM advantage Attach business rules to process models Craft a roadmap for your first BPM project
296318 ITIL®: Intermediate Lifecycle Stream: Service Operation (SO) 21 hours The main target group for the ITIL Expert Qualification: Service Operation Certificate includes, but is not restricted to CIOs, CTOs, managers, supervisory staff, team leaders, designers, architects, planners, IT consultants, IT audit managers, IT security managers and ITSM trainers involved in the ongoing management, coordination and integration of operation activities within the Service Lifecycle. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification:  Introduction to Service Operation  Service Operations Principals  Service Operation Processes  Common Service Operation Activities  Organizing Service Operation: Functions  Technology Considerations  Implementation Considerations  Challenges, Critical Success Factors and Risks
464042 Designing SOA using BPM and SoaML 21 hours Objective: Helping Business Analysts, architects and designers to understand how to efficiently specify and realize a Service Oriented Architecture on the basis of their business goals and align it to changing business and user requirements. This 3 day training course aims at helping business analysts, architects and designers to learn how to specify and realize a featured Service Oriented Architecture to better deal with changes on the business and user requirements (changing objectives, strategies, tactics, rules, user interactions,...) while capitalizing on the business capabilities. Introduction Pros and Cons of the current development methodologies to support the Business Agility, Objectives of the SOA, Connections between Business Architecture, TOGAF, BPM and SOA, Service Definition and Categories, Service Provider and Consumer Components, Service Contract, Metrics Data Transfer Objects vs. Persistence, Service orchestration, Role of the ESB, Top-Down and Bottom-Up approaches, The Layered Logical Architecture The TOGAF Reference Architecture for SOA, Structure and Typology of Services, Architecture Layers (business, functional, application, technique) in the SOA, Presentation of the main components by layer and traceabilities, Steps for aligning IT to changing business requirements, Business Layer Components of the business layer : objectives Traceability in the Business Modeling using BMM, BPMN and UML standards, From the business goals toward processes using Business Capabilities- the IBM's RUP for SOMA, Alignment of business processes and entities on the changing goals, Service Identification on the basis of Business Capabilities, Case Study : Refinement from the Business Vision toward Processes using goal-driven business capabilities, Language Structures of the BPMN : Good practices, Case Study : BPMN Modeling of the previous business process, From the Business to functional layer : Prepare the Architecture to deal with change using reusable and traceable components, Case Study : Elaborate the business architecture backbone of the Goal-Driven SOA, Functional Layer The role of the functional architecture, Service components of the functional layer : objectives Blocks of an urbanized functional architecture : (zone, square, block) Unit Business Services vs. Composite Services, Service Specification using SoaML « services points » and « request points », Identification and specification of use cases (UC) on the basis of services, Case Study : Complete the business architecture backbone of the Goal-Driven SOA using functional components, Invocation of service and UC components from business process actions, The role of the data transfer objects, Case Study : Propagate change from Business Goals till Components of the Functional Layer, From the functional to application layer, Application Layer Service components of the application layer Building application components on the basis of functional ones, The Business Process Execution Language, BPMN / BPEL Mapping, WebServices: Definition, Soap, WSDL, UDDI, standards XSD generation on the basis of Data Models, WSDL generation on the basis of Service Interfaces, Module and Component Assembly, Case Study : Design Application Use case and Service components on the basis of functional ones, ESB features in SOA, JBI, Services Mix and Integration Patterns, Case Study : Integrate use case and service behaviours into the architecture backbone. Horizontal Aspects QoS, Administration and Supervision, Business Activity Monitoring (BAM), Security and Performance, Agility using SOA Agility: factors and impact analysis, Refactoring, reuse and mutualization (advantages and constraints), Versioning, Governance by Objectives , Benefices of the Goal-Driven SOA, Agility : The Goal-Driven Structure of the SOA to support changes, From the business to IT system capitalizing on Business Objects and Capabilities, Impact of the Changes on Processes and Business Objects, Projection on the IT System : Services and Use Cases to be impacted by the changes, Description of the impact of changes on the Use case and Application Service Component behaviours, Integration of behaviours into the backbone of the Goal-Driven SOA and tests. Conclusion Agility and SOA : synthesis Overview on the steps of the Goal-Driven SOA, Traceability from the BMM's business model structures to IT structures to better deal with changes. Overview on the market products Open Source Products (Service Mix, Mule, Open ESB…), Commercial Products Notice: The above training-mentoring sessions are conducted interactively using Business and IT Modeling tools in order to ensure good level of traceability between business specifications and their execution. Concepts are first explained using basic examples and are then followed by solution drafts to your own problems. After this session, we can accompany you by reviewing and validating your solutions depending on your needs. Provided by GooBiz
463929 Adapting Business Capabilities and 'Value Propositions' to Changes  21 hours Adapting Business Capabilities and the Value Propositions (Products and Services) to Changes  Objective: This training course aims at helping business strategists, analysts and product managers understand foundations of the Business Motivation Model and its connections with the Enterprise Architecture and Value Propositions in order to efficiently integrate "value creation and value delivery" from business strategies till the implementation of appropriate products and services. Attendees will learn during this course how to establish the traceability chain from the strategy plan by assessing impacts of the changes and deciding how to efficiently react to them till updating required capabilities in order to create differentiating products and services (value propositions). Concepts explained during the course are reinforced by examples, exercises and a case study whose solutions are worked out and presented by groups of attendees.  Detailed Description : Introduction Business Architectures (BA) vs. Enterprise Architectures (EA) Core definitions of the Business Motivation Model (BMM), EA with TOGAF® Business Model Canvas/Value Model Canvas   Elements of the Strategy Models to coordinate Operating Elements Expressing Strategic Objectives using the four layers of the Strategy Map / Balanced Score Cards The Business Motivation Model (BMM) : Sources of Change and Assessment of Impacts (Influencers, Assessments, SWOT analysis, Potential Impacts), Deciding on Desired Results : Business vision, goals and objectives, Deciding on Means : Missions, strategies, tactics, business policies and rules until operational business elements (business processes, organisation units, liabilities and assets),  How can business strategies be translated into the Motivation Model elements to coordinate capabilities necessary to sustain creation/adaptation of value propositions ? Case Study : Defining Strategies and Translating them into Business Motivation Elements    Building the Capability Map on the basis of Strategies using TOGAF®'s ADM Elements of the TOGAF®'s Architecture Development Method (ADM) Translating Strategies into elements of the ADM Phases establishing appropriate relationships between them, Capability Mapping : Strategy, Customer Faced, Support Capabilities,  How to build the Capability Map elements using the Strategy Map Perspectives and the ADM How to check for coherence between elements of the perspectives ? Prototype steps of execution of strategies in order to get feedback and adapt them to operational elements,   Adapting the Value Propositions to Changing Strategies and Capabilities Elements of the Business Model Canvas and Value Model Canvas Positioning Elements of the Business Model Canvas using a "Value Driven" Strategy Map : best practices,  Using the Business Model & Value Proposition Canvases to develop and maintain  differentiating ‘Products & Services’ on the basis of Market Forces, Strategies & Partnerships Case Study : Adapt 'Value Propositions' provided in the case study to Changing Strategies and Capabilities and check them for coherence and maintainability in face of changes,   Providing strategies and "value propositions" with changes captured on the operational elements Managing changes on goals, strategies, tactics and business rules How to elaborate customer centric and value driven perspectives using the key elements of business performance (strategies, tactics, KPI, key resources, etc...), Adjust Strategies, Policies and Assets till Client/Partner Relationships, Value Propositions and Delivery Channels on the basis of captured changes and risks Case Study : Adapt strategies, tactics, directives and (if needed goals and objectives) of the business plan to changes captured on internal/external influencers. To do this show how the operating model can help to provide feedbacks.   Conclusion  Recap on the steps of an efficient Strategy Adaptation and Value Delivery Process Tools that allow connections between the Business Motivation Model and EA in order to coherently adapt enterprise capabilities to changing strategies. Provided by GooBiz
833538 Agile, TDD and Swift 35 hours This 5 day course is for developers who wish to write high quality iOS applications in Swift. This is a hands on course which involves writing a number of increasingly complex high quality applications. Delegates will need to have an Apple copmputer with the latest version of OS X and Xcode installed. Delegates wishing to run applications on real devices, rather than emulators, will need to be registered with Apple as iOS developers and have their devices registered.Agile Why Agile Product Owner The Sprint Scrum Master Finishing a Sprint Writing User Stories Swift Swift Language Memory Management Using Xcode Swift Playgrounds TDD and Continuous Integration OO Refresher Test Driven Development Xcode and XCTest Swift TDD Continuous Integration Xcode Server Adaptive Layout Xcode Adaptive Layout View Controllers Linking controls with IBOutlet More Swift Timers Table Views Data Storage Multiple View Controllers Advanced Features Manipulating Images Animations Mapds Geolocation Workshop Workshop to write a Swift application either individually or in small groups.
417063 Strategic Management 21 hours Audience Senior Managers who need an insight into the issues of Strategic Management and its application Format of the course A combination of: Facilitated Discussions Slide Presentations Case-Studies and Examples By the end of the course, delegates will be able to: Define issues underpinning successful strategic leadership and the link to a strong organisational climate Describe a range of strategic business models and their potential implications for their own business Define the critical concepts underpinning building high performing teams and managing change Define and use key financial measures of strategic success What is Strategic Management? What are the Vision, values, mission statement for your organisation? Role Clarity: what can you contribute? A fresh look at Strategy and Competitive Advantage Strategic Tools and a Strategic Planning Framework A SWOT analysis for your company / department Financial Performance Understanding Key Financial Statements Management Styles v Organisational Climate Management v Leadership What Management Styles are available to be used? How should they be used? What are the various Organisational Climate Factors? How should they be instilled? How to merge Management Styles with Organisational Climate Successful Change Management Understanding and using the key Change Management Principles Creating High-Performing Teams The crucial importance of the stages of Team Development in creating High-Performing Teams
417076 Communicating and Influencing For Team Members 14 hours Audience Staff who need to be fully aware of the issues surrounding Communicating and Influencing: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Dealing with Change The 9 key change principles The emotional reactions to change Resistance to change – and the benefits of resistance
209794 Service-Oriented Architecture: Strategy, Technology and Methodology 35 hours This course is intended for Post Graduate (or equivalent) level students and will be a combination of lectures and lab sessions (theory and practice). At the end of the course the student should be able to: Knowledge and Understanding. Understand the principles and business advantage of systems developed around services. Become fully aware of the major protocols and technologies involved in the web services standard, and understand how these technologies fit together. Your knowledge will extend to leading-edge and emerging aspects of web services as well as the more established elements of the standard. Understand in depth the technology used to enable systems based on a widely used programming language to both use and provide Web Services. Intellectual Skills: Identify where the service oriented approach and in particular web services are appropriate for particular business scenarios. Consider the most effective design for a web services solution Acquire, in the future, knowledge and understanding of emerging aspects of the rapidly evolving web services standard Practical Skills: Operate with current technologies associated with Web Services that are platform neutral – XML, SOAP, WSDL Write and expose web services in a widely used programming language and write client code in that language to invoke web services. The overall approach to design of systems based on services XML The RESTful approach to web services and the SOAP standard The Web Services Definition Language (WSDL) and other standards for the specification of services. Advanced web service standards to ensure such features as security and reliability BPEL, the Business Process Execution Language Web services in the cloud and the use of web services by mobile devices.
464156 Assertiveness 7 hours A highly participative course involving individual and group discussions and skills practice to enable delegates to share ideas and develop their skill levels. Audience Anyone who is looking to enhance their assertiveness skills Aim This course aims to raise confidence and increase the delegate’s ability to communicate confidently and assertively with colleagues and customers. Objectives By the end of the programme the participants will: Understand and overcome the barriers to being assertive Recognise behaviour traits within yourself and others and learn effective strategies for managing them Communicate effectively with a wide range of people to achieve a win-win situation wherever possible Effectively manage difficult situations. What is assertiveness and how can I achieve it? Understanding and overcoming the barriers to assertiveness Building self confidence Communicating effectively – getting your message across Identifying influencing strategies that can effectively manage difficult situations Continuing Professional Development (personal reflection and action planning).  
282944 Bezstresowe zarządzanie sobą w czasie - jak mieć zawsze określone cele i być efektywnym w ich realizacji. 14 hours
165060 Project Management with Microsoft Project 14 hours The course participants will learn how to skillfully use the Microsoft Project to create a schedule of tasks, manage resources and monitor the implementation of the various stages of the project. Introduction Definition of the project. The key principles of development projects Model triangle Handling Installing the application Features of Microsoft Project Help Save, search, open the project Basic views Schedule Scheduling rules types of schedules Calendars Project Entering tasks to schedule Editing tasks in the schedule Duration of the tasks Time continuous tasks Estimated time for tasks Priority project and task Correlations between tasks Trail and delay Milestones Visualization tasks in different views Optimize schedule Restrictions on tasks Deadline critical Tasks critical Path Extra time in the project Shortening the critical path Customize views Resources Definition of resources Variable costs of resources One-time costs of enforcement Tables rates Availability of resources Jobs - definition Constants in the equation of work The labor input The allocation of resources Overload resources Balancing resources Costs Fixed costs Cost control The costs of the project, tasks, resources, and labor Realization of the project Methods of implementation of the project Baseline Analysis of the state Analysis of deviations Changes in the project Reports Reports in Microsoft Project Create custom reports Search of data Sorting Data Filters Grouping data
464046 Putting Enterprise Architecture in Practice 21 hours Putting Enterprise Architecture in Practice Designing and Realizing Entreprise Architectures using TOGAF and ArchiMate / UML in practice   Designing your Enterprise Architecture in Practice (3 days for Certified Architects or people that are interested in putting EA in practice) Objective : This course aims at helping attendees understand how to put TOGAF 9.1 in practice using ArchiMate and UML to meet the enterprise business strategies. Concepts and techniques explained during the course are progressively applied by the attendees using a case study and different exercises on it. Putting Enterprise Architecture in Practice Designing and Realizing Entreprise Architectures using TOGAF and ArchiMate / UML in practice   Designing your Enterprise Architecture in Practice (3 days for Certified Architects or people that are interested in putting EA in practice) Objective : This course aims at helping attendees understand how to put TOGAF 9.1 in practice using ArchiMate and UML to meet the enterprise business strategies. Concepts and techniques explained during the course are progressively applied by the attendees using a case study and different exercises on it.   Detailed Description :   Essential concepts of TOGAF (Reminder) and Introduction to ArchiMate 3.0 Enterprise Architecture Frameworks,   The Architecture Development Method (ADM) of TOGAF and its phases, The Architecture Repository and its evolution on the basis of the ADM phases, Drivers, Strategies, Capabilities, Principles and ViewPoints in TOGAF, Enterprise Continuum to structure the repository and other tools of TOGAF, Governance of the programs and projects : The Architecture Capability Framework, The Enterprise Architecture Governance and its role in the enterprise transformation, TOGAF Corporate EA, IT, SOA and security governance, Architecture and enterprise strategy, Engagement and contracts of the architecture, Realizing Strategies on a Capability basis, Elements of the Architecture Content Framework, Introduction to the ArchiMate modeling language, its meta-models and viewpoints, Case Study: Presentation of the Case Study - an enterprise transformation issue (current state, target state). High-Level organization of the enterprise architecture,   Business Transformation : From Drivers, Goals and Objectives to the Architecture Vision Re-formulating the enterprise strategy and its activity domains, Assigning new responsibilities to existing capabilities, Horizontal and vertical impact analysis to ensure coherent deployment of the Target Architecture, Managing the performance level of target capabilities, A tentative impact analysis to elaborate target functions using UML, The business architecture with ArchiMate, its meta-model and motivation viewpoints, Determining business functions using ArchiMate Viewpoints, Risk factors and Mitigation Actions upon business functions, Exercise on the Case Study On the basis of strategies and baseline capabilities, assign responsibilities to existing capability components, make the impact analysis to ensure a coherent future deployment of the target architecture, Plan risk mitigation actions related to business functions. Structuring Capabilities to mitigate risks and analyze Impacts throughout Architecture Layers The application & technology architecture of ArchiMate, their meta-model and viewpoints, Structure Capabilities to track risk mitigation by function, adapt them to changing goals, Align the SOA backbone of the Target Architecture with emerging business functions, underlying services and SLAs, Adapting related Business Process Models to strategic changes, Impact Analysis of changing capabilities until the technology layer, Exercise on the Case Study Structure Capabilities to mitigate risks, Elaborate SLAs for Services exposed by Business Functions, Assess Impacts of changing capabilities from Business till the Technology layer.   Modeling the Roadmap, Transition Architectures to Coordinate Implementation Projects Identify components of the potential architecture roadmap : gaps between initial and target technical architecture, consolidated RoadMap to reach the Target Architecture, Transition Architectures and matrices for incremental architecture definitions, Capability Increments for Transition Architectures, Work packages by consolidating gaps, potential solutions and dependencies, Work Packages of Actions to implement capability increments, Management of projects portfolio for assessing business values of the projects on the basis of risks, ‘Coordinating’ Implementation Projects using RoadMap Modeling, Exercise on the Case Study : On the basis of the enterprise target architectures previously elaborated, establish the consolidated gap & dependencies matrix and define the work packages, Coordinate Implementation Projects on the basis of business values and appropriate transition architectures to meet constraints of the consolidated target architecture.   Plugging Solution Building Blocks into Capability Based SOA Backbone From the Functional Architecture to Service Oriented Architecture, Architecture and solution building blocks, Information flows between services, Constraints upon service components of the technical architecture, Determining expected behaviors from Solution Building Blocks, Plugging Solution Building Blocks into the Capability Based SOA Backbone, Exercise on the Case Study Define the architecture backbone of the SOA building blocks on the basis of capabilities and services Use them to prepare the « plug-in » of solution building blocks components    Conclusion Recap on the steps of the Architecture Development Process, a panorama Best Practices for efficient usage of ArchiMate and UML Diagrams throughout TOGAF ADM   Notice : Some excerpts related to this workshop content are provided as part of the webinar entitled Leveraging_Business_Agility_TOGAF_and_ArchiMate_in_Practice. In case of "on-site" delivery of such a workshop session, we may also adapt its content and case studies to your needs and business case in order to provide you with a good starting point and roadmap. After this workshop, we can also accompany you through review sessions for validating your architecture solutions conformance to your business needs. UML and SoaML are trademarks of the Object Management Group (OMG). TOGAF and ArchiMate are trademarks of the Open Group Provided by GooBiz
209805 Certified Agile Tester 35 hours The iSQI Certified Agile Tester is an internationally recognised software testing qualification, specifically designed for testers working in Agile environments. This course delivers the fully-accredited iSQI syllabus and provides the required assessments to gain the certification. This assessment is in three parts: an assessment of the delegates’ soft skills as observed through the duration of the course; a practical exam, giving the delegate the opportunity to demonstrate their practical testing ability; and an open-ended written exam, testing their knowledge of the subjects covered by the course. Please note that exam provided within this course is our internal one - official iSQI certification comes with additional cost. Course Objectives Understand the principles behind the agile approach to software development Differentiate between the testing role in agile projects compared with the role of testers in non-agile projects  Positively contribute as an agile team member focused on testing Appreciate the challenges and difficulties associated with the non-testing activities performed in an agile team Demonstrate a range of soft skills required by agile team members Day 1 - Agile Methods & Processes Introduction Daily SCRUM Problems with Tradition Agile Manifesto & Principles Agile Methods Agile Process Option Roles Introduction to Agile Exercise Sample Questions Day 2 - Planning Requirements & Specifications Iteration 0 Release Planning Task Board Test Strategy Estimation Iteration Planning Burndown Charts Sprint Practice Exercises Sample Questions Day 3 - Testing Continuous Integration Version Management Pairing Acceptance Criteria Regression Testing Defect Management Testing Exercises Sample Questions Day 4 - Teams Test Automation Non Functional Testing Debt Technical & Testing TDD Teams Agile for Large Projects Summary Testing Exercises Sample Questions Day 5 - Assessment Practical Assessment Written Exam Revision Written Examination
165039 Strategic Planning in Practice 14 hours This training course has been created for investors, business owners, directors, managers, executives and analysts who need to develop strategic planning skills. It is not designed for academic purposes, but to start realizing your dreams today. This course focuses on strategic planning for businesses in which flexibility and constant learning is the most important thing. The main emphasis is corporate and investment strategy using current real-world examples. Each course member will have the opportunity to create a strategic plan and learn how to implement it in practice. Strategic Planning Overview Strategic planning - why, when and what for? When is strategic planning not desirable? Strategic Analysis Strategic Planning Levels Corporate Strategy SBU/Business and Division Strategy Operational Strategy Creating the Strategic Plan Vision Mission Values and behaviours Goals, tasks and responsibilities Methodologies Creating tasks using the SMART framework Business Motivation Model Quick overview of the standard Software supporting Strategic Planning process Strategy Implementation Information systems Assigning tasks Employee motivation Strategic planning as an On-going Process Who should be responsible for strategic improvements? Using Business Motivation Model software to keep your strategy up to date How to relate your processes to your business plan Importance of Business Process Management (BPM) Balanced Scorecard and performance measurement
295314 Scrum - Step by Step 14 hours The course is designed both for participants from beginners to advanced. During the training you will be provided with the knowledge covering the scope of the examination Professional Scrum Master (http://www.scrum.org/psmoverview ). Each participant will have the chance to see an example of the exam, during the trial test session. The course involves presentations, discussion & practical exercises. SCRUM is currently the most popular method of managing the process of developing software, counted among the agile methodologies. The course aims to familiarize participants with the methodology SCRUM step by step. Introduction to Agile Methods - Agile Classic Approach - Waterfall Lean Management Agile Manifesto Scrum Scrum History Inspection, Adaptation and Transparency Scrum Master Product Owner Return on Investment (Return of Investment - ROI) Total Cost of Implementation (Total Cost of Ownership - TCO) The team of developers Self organisation technical debt P - Test Driven Development Sprint Scrum Meetings Daily Scrum Planning retrospective Review Product Backlog Creating User Stories estimation Planning Poker Sprint Backlog Burndown chart Definition of Done scalability Scrum Practical exercises: Self Organisation Inspect & Adapt Group estimation - Planning Poker Test session Creating a Product Backlog
417073 Handling Conflict with Confidence 14 hours Audience Staff who need to be fully aware of the issues surrounding Conflict and how to deal with it with: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Understand conflict and its effect on ourselves and others Define assertive and non-assertive behaviours Appreciate the need for self-management before managing others Develop capability in engaging conflict assertively Build confidence through demonstrations and practical simulations Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? How can we “adapt” behaviour to prevent the causes of conflict or to defuse conflict caused by others? What do we mean by Effective Communication in potential and actual conflict situations? Emotional Intelligence Emotions and their consequences both in creating and in dealing with conflict The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Customer and Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Dealing with conflict in Customer and / or Stakeholder interactions Assertiveness Aggressive v Assertive v Submissive Benefits of Assertive Behaviour Confrontation The Confrontational Model – Fierce Conversations The PRO Model: a template for planning and successfully undertaking Fierce Conversations Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap
260004 Drools Rules Administration 21 hours This course has been prepared for people who are involved in administering corporate knowledge assets (rules, process) like system administrators, system integrators, application server administrators, etc... We are using the newest stable community version of Drools to run this course, but older versions are also possible if agreed before booking.Drools Administration Short Introduction to Rule Engines Artificial Intelligence Expert Systems What is a Rule Engine? Why use a Rule Engine? Advantages of a Rule Engine When should you use a Rule Engine? Scripting or Process Engines When you should NOT use a Rule Engine Strong and Loose Coupling What are rules? Where things are Managing rules in a jar file Git repository Executing rules from KIE Managing BPMN and workflows files Moving knowledge files (rules, processes, forms, work times...) Rules Testing Where to store test How to execute tests Testing with JUnit Deployment Strategies stand alone application Invoking rules from Java Code integration via files (json, xml, etc...) integration via web services using KIE for integration Administration of rules authoring Packages Artifact Repository Asset Editor Validation Data Model Categories versioning Domain Specific Languages Optimizing hardware and software for rules execution Multithreading and Drools Kie Projects structures Lifecycles Building Deploying Running Installation and Deployment Cheat Sheets Organization Units Users, Rules and Permissions Authentication Repositories Backup and Restore Logging
464149 Trac User and Administration 7 hours Trac is a project management tool that is implemented as a web-based application and can be used for software development projects but is flexible enough to be used for many types of projects. It provides an interface to ​Subversion (or other version control systems), an integrated Wiki and reporting facilities. Trac allows wiki markup in issue descriptions and commit messages, creating links and seamless references between bugs, tasks, changesets, files and wiki pages. A timeline shows all current and past project events in order, making the production of an overview of the project and tracking progress very easy. Trac for Users How to use the built-in Wiki The timeline provides a historic perspective on a project RSS content syndication in Trac The Version Control Subsystem Browsing source code with Trac Viewing changes to source code Viewing change history The Ticket Subsystem Using the issue tracker Writing and using reports Executing custom ticket queries The roadmap helps tracking project progress Trac Administration How to install and run Trac How to upgrade existing installations Connecting trac to the version control system (eg SVN)  Administering a Trac project Importing tickets from other bug databases Trac configuration file reference Access control and permissions Customizing the Trac interface Installing and managing Trac extensions The Trac logging facility Email notification Configurable Ticket Workflow Management of Source Code Repositories
464148 Equality and Diversity Masterclass 7 hours The aim of this one day course is to better equip delegates in order to promote E&D in the workplace and better comply with relevant E&D legislation. By the end of the course, delegates will be able to: Explain the benefits of Inclusion and an inclusive workplace Outline the Equality Act 2010 and it's implications for employers and employees Discuss what is meant by 'prohibited conduct' and how this can be avoided Define what is meant by 'reasonable adjustments' for disabled workers State current, appropriate and inappropriate terminology Introduction to E&D and inclusion The Equality Act 2010, it's history and implications Prohibited conduct & discrimination Disability in the workplace E&D terminology
464038 Apache Maven 21 hours According to your profile Maven will help you in your day to day work. As we mention some of the benefits: Developers: As a developer you will be using Maven to create projects, manage the dependencies, compile your code, run your tests, deploy your components … Maven will become part of your every day development tools. Technical lead profiles: Integrating Maven as a build tool will have significant impact on the project:  Managing dependencies will become easy (Maven dependency management) Complex builds will be significantly simplified (Maven build profiles) The project architecture will be managed smoothly (inheritance and multimodule projects) …. Project Managers: Maven will enforce standardization and collaboration: “Project Object Model” is the standard Maven introduces for projects Maven uses build lifecycles for developers to compile , test and report, deploy Maven repositories will act as a common store and gather releases and third party libraries …. Release Managers: Maven repository managers will act as highly configurable proxies between your organization and public Maven repositories they also provide an organization with a deployment destination for your builds. This course is a sequence of theory and hands on practice. A multimodule project is developed throughout the session and all the introduced concepts are apprehended by the graduates.  Introducing Maven Why Maven o Maven’s objectives  Key features Comparing Maven and Ant  Eclipse IDE and Maven installation Getting started Project specification Creating the first modules Project directory structure First concepts Project coordinates Maven repository The POM Build Lifecycle, plugins and goals Clean lifecycle Default lifecycle Site lifecycle Package specific lifecycles Common lifecycle goals Site generation Building a project site Customizing the site descriptor Site directory structure Project documentation Unit test and reports (Surefire Report Plugin) Goals Usage  Using JUnit Dependencies Maven's Dependency mechanism Dependency Scope Viewing Dependencies Transitive Dependencies Conflict resolution Dependency management Properties Maven properties Project Properties Settings properties Environment variable properties User defined properties Resource filtering Build profiles Build portability Override a POM Profile activation External profiles Settings profiles More about the POM POM Inheritance Multimodule projects POM Best practices  Repository management Nexus and the enterprise Repository Using Nexus Configuring Maven for Nexus Nexus configuration Repository operations
464045 Business Modeling for an Agile Enterprise 14 hours Objective: Helping Business Analysts to understand how to efficiently model and validate their business processes and resources in order to increase business agility of their organization on the basis of their target architecture and changing market needs. This 2 day training course aims at helping delegates to learn how to model their business processes and resources in order to adapt them to changes of their goals, strategies and impacted capabilities as part of the target architecture. On the basis of the key elements of business performance (strategies, tactics, KPI, business capabilities, etc...), delegates learn there how to elaborate a vision centric business process and resource cartography. Then, only using the appropriate BPMN and UML notation adapted to their language, they understand how to adapt them to changing strategies, tactics and policies. Introduction Definition of an Agile Enterprise and its Enterprise Architecture Comparison of the enterprise architecture’s purposes of Zachman, US FEAF /CISR and TOGAF Elements of the Business Architecture for an Agile Enterprise Business Architecture : the missing link between business strategy and enterprise architecture Connections between the Business Architecture, BPM and SOA Business Motivation Model (BMM) vs Enterprise Business Motivation Model (EBMM) and other Business Models, The core structures and relationships in the Business Motivation Model (SWOT analysis, business vision, goals, objectives, missions, strategies, tactics,... ) toward business processes Guiding the Operating Enterprise using Balanced Score Cards, The Business Architecture Views of the OMG : From the Strategy View to the Organizational View throughout Business Capabilities and Processes Process Modeling : Essential elements, best practices Process Modeling with BPMN adapted to the language of business owners and analysts : Basics, Process, Sub-process, Activity, Task, Pool, Lane, Detailed Events and Gateway typology, Synchronization, Connectors, Message Flows, Compensations, Good practices Overview on the Process Modeling, Execution and Monitoring tools Using BPMN and UML to model Business Processes and Business Objects (Resources) Case Study : Refinement of Goals from the Business Vision toward Business Processes and Resources Gaining Agility with Business Process using BPMN and UML 2 How to model business processes to render the underlying IT system more reactive to changes according to TOGAF Architecture Layers ? BPMN, UML and SoaML to support changes on the business process and business object models Updating Target Architecture business models by changing strategies capitalizing on Business Capabilities Case Study : Elaborating an agile process and resource model easy to maintain in face of changes Adapting "business models" to changes of the business requirements Modeling changes on goals, strategies, tactics and business rules How to adapt processes and resources in coherence to such evolutions ? Case Study : Adapting business processes and resources to changing business requirements and rules Conclusion Steps of an efficient Agile Process and Resource Modeling Frameworks for tracing business requirements from the Business Motivation Model elements toward IT structures in order to better govern them in face of change. Notice: In case of "on-site" delivery of such a workshop session, we may also adapt its content and case studies to your needs and business case in order to provide you with a good starting point and roadmap. After this workshop, we can also accompany you through review sessions for validating your architecture solutions conformance to your business needs. Provided by GooBiz
417075 Communicating and Influencing - For Managers and Team Leaders 14 hours Audience Staff who need to be fully aware of the issues surrounding Communicating and Influencing: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Explain how to deal with the difficult situations they may encounter in the office This course is almost identical to the Team Members’ course (see separate outline) but with these changes: There is an addition module entitled: Leadership v Management which covers: The similarities and differences between Leadership and Management. What makes a Great Leader; what makes a Great Manager? Management Styles There is an additional module entitled: Delivering Change which covers: Why Change does / does not work Change Principles Resistance to Change – and why, occasionally, resistance to change is beneficial
165103 WebServices with SOAP and WSDL Basics 14 hours Overview of Web Services Why do we need Web Services? Service-Oriented Architecture Principles (SOA) HTTP and XML - what is the whole buzz about? Simple Object Access Protocol (SOAP) Web Service Description Language (WSDL) Universal Description, Discovery and Integration (UDDI) The WS-* profiles - what are these? REST The XML Technology Why XML with Web Services? The XSD Schema Data representation in XML XSLT based XML transformations HTTP / XML Web Services case study The SOAP Messaging Model Namespaces SOAP over HTTP The SOAP Envelope The Message Header The Message Body SOAP Faults Attachments Web Services Description Language Web Services as Component-Based Software The Need for an IDL - history of Distributed Computing Web Services Description Language WSDL Information Model The Abstract Model -- Service Semantics Message Description Messaging Styles The Concrete Model -- Ports, Services, Locations Extending WSDL -- Bindings Service Description Handling Binary Content The WS-I Attachments Profile Using base64Binary MIME Attachments
417054 An Introduction to the Scrum Team Role 7 hours This course is a comprehensive introduction to the world of Scrum for all those prospective members of the Scrum team (analysts, developers, testers et al) who want to be more effective as a Scrum member, but don’t particularly want to become a ScrumMaster or Product Owner. For those who do want to become a ScrumMaster, it also provides a good introduction to the Scrum Alliance Certified ScrumMaster syllabus. Overview of Agile Comparison of Agile to traditional methodologies The Agile manifesto and principles Benefits of Agile Scrum overview and context Scrum Development Process Scrum components – 4 ceremonies, 4 artefacts, 3 roles The Scrum Process User Stories Understanding User Stories Story grooming Effective Teamwork Self-organising team principles Techniques for developing more effective teamwork Estimation Estimating principles Estimating as a team with Planning Poker
417072 Management and Team Development 7 hours Audience Managers and Team Leaders who need to be fully aware of the issues surrounding the management and development of their staff (direct and indirect reports) Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Understand the different skills required for Managing and for Leading Develop their team in the most-effective way Explain how best to deliver Change in their part of the organisation Manage staff performance better Successfully negotiate their preferred solutions Explain how to deal with the difficult situations they may encounter in the office Leadership v Management The similarities and differences between Leadership and Management. What makes a Great Leader; what makes a Great Manager? Management Styles Organisational Climate Merging Management Styles with Organisational Climate Developing a Successful Team What is a Team? The stages of Team Development How can a manager influence the stages of Team Development…? Performance Management Setting Objectives Managing Individuals’ Performance Coaching for Improved Performance Delegation Feedback as a Performance Management tool Successfully Delivering Change Why Change does (or does not!) work The 9 key change principles The emotional reactions to change Resistance to change – and the benefits of resistance Negotiating for Best Results Communication in Negotiation The importance of Effective Presentations Different Negotiating Strategies Comparing Strategies Building Rapport The 3-phase Negotiating Process Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap
417021 Pi-Projects 2 hours Students, Teachers, or Lecturers A basic workshop conducted on-site using the Raspberry Pi computer. This one-session workshop is intended for people who want to learn the basics of project-computing whilst having a little fun at the same time.
296684 Programowanie Aplikacji Webowych z Java EE 6 / 7 28 hours
464141 Introduction to Management 14 hours Audience Who is this course addressed to managers, supervisors, team members, team leaders - content can be adapted to suit all levels. Format Interactive, participative training style, group involvement and skills development Courses will be 7, 14 or 21 hours depending on topic chosen and / or client requirements OUTLINES VARY DEPENDANT ON TOPIC SELECTED The programme gives delegates an overview of the fundamental skills they need to be an effective manager.
295299 Agile TDD 7 hours
916885 Praktyczny warsztat tworzenia User Stories 7 hours
464048 Business and IT System Agility using Standards 7 hours This introduction seminar provides you with an overview on the business and enterprise architectures as well as methodologies that are used worldwide by the organizations to increase their business and IT System agility. In particular, this seminar aims at helping you to understand frameworks that are used across the world to align ITs with the changing decisions and allows you to evaluate appropriate techniques to apply in your own organization. Introduction Pros and Cons of the current development methodologies to support the Business and IT Agility, Business Architecture : "The missing link between the business strategy and the business architecture" (OMG), Connections between the Enterprise Architectures (TOGAF, Zachman), Business Architectures, BPM, IT and System Engineering Architectures. The "Goal-Driven" structures of the Business Motivation Model (business vision, goals, objectives, missions, strategies, tactics, business rules) and their relationships toward business processes, Refinement from the Enterprise Vision toward Business Processes, Steps to align IT to the evolutions of the business needs. Gaining Agility : From the Business to IT and System layers capitalizing on Capabilities Preparing the Enterprise and IT System Architectures to support changes : The Goal-Driven Structures from the Business to the IT System layers, The Backbone of the Service Architecture structured by capabilities and functions, How to model evolutions on goals, strategies and principles, How to propagate changes from business requirements toward IT components (examples are given on the presentation case study). Impact of the changes upon the Business Processes and Business Objects (Ressources) The BPM : Aligning business processes, responsibilities of their participants and business objects in coherence with strategic changes, Integration of these modifications into components of the business process cartography. Impacts on the IT System Components The Goal-Driven Structures of the System backbone to support changes, How to identify Services (or System functions) and Use Cases that have to be impacted by the changes, How to describe impacts of the change on the behaviours of Service (or System functions) and Use case components, Integration of these evolutions into the SOA (or System Functions) backbone to prepare test cases (examples given on the same case study). Conclusion Steps of an efficient Agile Enterprise / System Architecture Development Methodology, Traceability of the business requirements toward IT System structures in order to better govern them in face of change. Notice : The above training-mentoring sessions are conducted interactively using Business and IT Modeling tools in order to ensure good level of traceability between business and IT specifications. Concepts are explained first using case study examples and may then be followed by solution drafts to your own problems during or after these sessions. We also can accompany you by reviewing and validating your solutions depending on your needs. Minor changes may be brought to their contents depending on the evolutions of these standards and commercial strategies.
1080493 Understanding Business Process Modeling with BPMN 2.0 14 hours This training course aims at helping business analysts to learn to model efficiently their business processes using BPMN as well as resources that are handled by their activities. Being conducted by an agile enterprise framework, business analysts learn during this course how to use appropriate BPMN notations and business extensions of UML in order to deal with their "business requirements" and coherently drive underlying design level activities. 1 Introduction     1.1 Total Quality Management (TQM)      1.2 Business Process Reengineering (BPR)     1.3 Six Sigma     1.4 Business process management (BPM)     1.5 The Process Perspective     1.6 Process Management     1.7 Process Modeling Analysis & Design         1.7.1 BPM Lifecycle             1.7.1.1 BPM Lifecycle             1.7.1.2 BPM Lifecycle     1.8 Stakeholders in the BPM Lifecycle         1.8.1 Ownership of Processes             1.8.1.1 Process Owner Responsibilities             1.8.1.2 Process Owner Skills & Capabilities     1.9 BPMN Elements         1.9.1 The five basic categories of elements          1.9.2 Flow Objects          1.9.3 Data          1.9.4 Connecting Objects          1.9.5 Swimlanes          1.9.6 Artifacts      1.10 Business Process Management Systems (BPMS)         1.10.1 BPMS Key Drivers and Objectives 1         1.10.2 BPMS Key Drivers and Objectives 2         1.10.3 Processing Modeling         1.10.4 The BPM Technology Continuum         1.10.5 The BPM Stack         1.10.6 The BPM Stack 2 Business Process     2.1 Process Logic     2.2 Conformance     2.3 Sub-models within an end-to-end BPMN model      2.4 BPMN and WSBPEL      2.5 BPMN 2.0 compared to BPMN 1.2      2.6 BPMN Sub-models      2.7 Private (Internal) Business Process     2.8 Public Process      2.9 Collaboration     2.10 Choreography     2.11 Conversation      2.12 Levels of BPMN Process Modelling         2.12.1 Descriptive modeling     2.13 BPMN Activity     2.14 Types of Activities     2.15 Types of Sub-Processes     2.16 Sequence Flow     2.17 Token      2.18 Sequence Flow Splitting     2.19 Basic BPMN Flow Objects     2.20 Quiz 3 BPMN Concepts for Analysts      3.1 Gateways          3.1.1 Exclusive Gateway          3.1.2 Exclusive Gateway Example         3.1.3 Merging (exclusive)         3.1.4 Parallel Gateway          3.1.5 Parallel Gateway Example 1         3.1.6 Parallel Gateway Example 2         3.1.7 Inclusive Gateway          3.1.8 Inclusive Gateway Example 1         3.1.9 Inclusive Gateway Example 2     3.2 Gateways Quiz      3.3 Events          3.3.1 Events Example         3.3.2 None Events     3.4 Pool and Participant     3.5 Message Flows          3.5.1 Demonstration      3.6 4 Basic Message Events          3.6.1 Message Events Example     3.7 Timer Events          3.7.1 Timer Example 1         3.7.2 Timer Example 2     3.8 Interrupting vs. Non-Interrupting     3.9 Event-Based Exclusive Gateway         3.9.1 Example         3.9.2 Example         3.9.3 Event-Based Gateway Starts a Process     3.10 Artifacts          3.10.1 Group          3.10.2 Text Annotation      3.11 Types of Tasks          3.11.1 Receive Task          3.11.2 Send Task          3.11.3 Service Task          3.11.4 User Task          3.11.5 Manual Task          3.11.6 Business Rule Task          3.11.7 Script Task          3.11.8 Asynchronous Communication - tasks         3.11.9 Asynchronous Communication - events         3.11.10 Synchronous Communication      3.12 Parallel Event-Based Gateway     3.13 Complex Gateway     3.14 Data Modeling         3.14.1 Data Objects         3.14.2 Data Input, Data Output         3.14.3 Data Store     3.15 Link Events         3.15.1 Link Events Example          3.15.2 Link Events as Off-Page Connector     3.16 Signal Events         3.16.1 Signal Event Example 1         3.16.2 Signal Event Example 2     3.17 Error Events         3.17.1 Error Events Example 1         3.17.2 Error Events Example 2         3.17.3 Error Events Example 3     3.18 Escalation Events         3.18.1 Escalation Example     3.19 Compensation         3.19.1 Compensation handler         3.19.2 Compensation Using Event Sub-Process     3.20 Transaction         3.20.1 Transaction in BPMN         3.20.2 Collapsed Transaction Sub-Process         3.20.3 Cancel Events     3.21 Loops and multi-instance         3.21.1 Standard Loop          3.21.2 Multi-Instance Activity         3.21.3 Multi-Instance Activity Example     3.22 Global Task and Global Process         3.22.1 Call Activity     3.23 Events Quiz      3.24 Artifacts Quiz      3.25 Process, Collaboration, Choreography and Conversation in BPMN 2.0         3.25.1 Process - again             3.25.1.1 Types of BPMN Processes          3.25.2 Collaboration         3.25.3 Choreography             3.25.3.1 Choreography Example 1             3.25.3.2 Choreography Task             3.25.3.3 Choreography Task with a Message             3.25.3.4 Two-way Choreography Task             3.25.3.5 Sequence Flow             3.25.3.6 Gateways             3.25.3.7 Exclusive Gateway Example             3.25.3.8 Choreography Example 2 from spec             3.25.3.9 Choreography Example 2 from spec         3.25.4 Conversations             3.25.4.1 Conversation Example 4 Workflow Patterns      4.1 Workflow (Control Flow) Patterns      4.2 Workflow (Control Flow) Patterns      4.3 New Control-Flow Patterns      4.4 Basic Patterns: Sequence      4.5 Basic Patterns: Parallel Split      4.6 Basic Patterns: Synchronization      4.7 Basic Patterns: Exclusive Choice      4.8 Basic Patterns: Simple Merge      4.9 Basic Patterns: Multi-Choice      4.10 Basic Patterns: Structured Synchronizing Merge      4.11 Basic Patterns: Multi-Merge      4.12 Basic Patterns: Structured Discriminator      4.13 Basic Patterns: WCP-10 Arbitrary Cycles  5 Structural Patterns      5.1 Basic Patterns: Implicit Termination      5.2 Basic Patterns: Multiple Instances without Synchronization      5.3 Basic Patterns: Multiple Instances with a priori Design-Time Knowledge      5.4 Basic Patterns: Multiple Instances with a priori Run-Time Knowledge      5.5 Basic Patterns: Multiple instances without a priori run-time knowledge      5.6 Basic Patterns: Deferred Choice      5.7 Basic Patterns: Interleaved Parallel Routing      5.8 Basic Patterns: Milestone      5.9 Basic Patterns: Cancel Activity      5.10 Basic Patterns: Cancel Case  6 Simulate and Execute BPMN Models     6.1 Process Models Simulation     6.2 Correspondences BPMN and UML     6.3 BPMN tools Notice : The above training-mentoring sessions are conducted interactively using Business Modeling tools in order to ensure good level of traceability between business specifications and their execution. Concepts are first explained using basic examples and are then followed by solution drafts to your own problems. After this session, we can accompany you by reviewing and validating your solutions depending on your needs.
11735 BPM for Managers and Analysts Overview 14 hours Audience: Managers who want to make decisions related to BPM, Business Consultants, Business Analysts, Business Process Engineers, System Analysts, Anyone who is involved in analysing and planning Business Processes. Course Goals: How to increase productivity and effectiveness How to increase business process compliance and governance How to make a business process more agile and enable it for a change How to increase ability to scale best practices across a changing organization How to improve communication, cooperation, coordination between teams How to improve visibility of process pipeline How to make operational forecasts more accurate How to increase process throughput How to minimize cost of inputs by leading the process actors through the process, and reduce high quality, expensive staff How to make new hire ramp-up faster, by making new hires following the business process documentation Understanding Business Processes What is a business process Types of business processes Unified Modelling Language (UML) Business Process Modelling (BPMN) Use Cases An Incremental Process for Modelling Process Improvement Lifecycle Putting the team together Integration with the development lifecycle The process improvement lifecycle and Radical vs. incremental improvement Defining Business Processes Business Use Case Diagrams Business Use Cases and Business Actors Modelling Hi-level and Group Processes Business Process Modelling Workshop (case study) Mapping into System Requirements System Use Cases Mapping Actors and Use Cases Mapping Activities Mapping Business Scenarios Mapping Business Workers Mapping the Business Entity Model Mapping Workshop Preliminary Process Assessment External factors Identifying core and supporting processes Setting up improvement targets Identifying customers and stakeholders Business Process Models Pros and cons of different modelling techniques Process model components Intro to use case scenarios Business objects Mapping the workflow Modelling Current Processes Interviews and focus groups Modelling conditions, triggers, events and business rules Levels of abstractions Modelling tips and techniques Knowing when to stop Quantifying Processes Deciding what and how much to measure Measuring customer satisfaction Measuring performance Measuring efficiency Analysing Current Processes Analysing activities Identifying value-added activities Analysing workflow patterns and constraints Dynamic analysis - simulation Identifying areas of improvement Modelling New Process Generating new ideas Documenting alternatives Integrating performance measurement mechanisms Capturing and representing process knowledge Managing the modelling process Putting the New Business Process Models to Work Mapping to systems requirements Policies and procedures manuals Models as tools for change management Process management Selecting Methods/Tools Method evaluation and selection and customization Modelling and simulation tools Workflow management tools Intranets and Extranets Process and knowledge management tools
164953 Agile Project Management with Kanban 14 hours Target group: IT Director, Project Manager, Technical Team Leader, Analyst, Software Developer, Tester Learning objective: The purpose of this training is to acquire knowledge and practice of the workshops  aspects of Kanban and Agile foundations. Introduction to Agile Why Agile? What are the main objectives of Agile? How works mechanisms in Agile? How Agile can help? Command & Control vs. Agile Factory model The functioning of canon The functioning of missile Pillars of Kanban Big Picture Process Concepts behind Kanban Kanban Rules Metrics Flow Diagram + technical practices  Team work Shared responsibility Self-organization Interdisciplinary Benefit the "right" team work Kanban Board How to visualize process? How to create Kanban Board? What are and how to introduce WIP limits? What are and how to introduce Classes of Service? Customer Engagement The most common waste Value Stream Waste Value Stream Mapping Waste analysis Main concepts behind Kaizen (MUDA / MURI / MURA) Bottlenecks analysis Five Focusing Steps Simulation Simulation game Discussions Advanced topics
417070 Personal Efficiency and Managing Meetings 7 hours Audience Managers, Team Leaders and staff members who feel that: They are attending too many meetings Their time is being “stolen” by other people They cannot get to the bottom of their day’s work because of a lack of planning, foresight or prioritisation Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage meetings effectively – respecting the time pressures of those whom they invite to meetings Follow the standard processes for calling, managing and preparing the output of meetings Appreciate more widely some of the ways of managing themselves and their time more efficiently: to work smarter not harder… Understanding Ourselves and Others Understanding that when we ask others to attend a meeting we are imposing upon them our list of priorities What makes us behave the way we do? Are we aware how our behaviour affects others: do they always respond in the way we want them to and in the way that they should? If not, why not…? The Process for Managing Meetings Why is a meeting necessary; what are the alternatives; are any of the alternatives preferable? The process for calling, managing and preparing for meetings: Creating a meaningful agenda covering the objectives for the meeting, the subject(s) to be covered and suggested timings Inviting only the right people – and nobody else Managing the meeting: allowing only relevant contributions (but being careful to differentiate between relevant and irrelevant); keeping to the agenda; keeping to time Creating outputs: not necessarily detailed minutes but, at least, actions points Arranging follow-up meeting(s) Attending Meetings Do I need to attend all the meetings to which I am invited? How do I decide whether (or not) to attend meetings? What justifications do I have for declining to attend? What else am I allowed to do during a meeting related to attendees, subject matter being discussed and timings? Other Personal Efficiency and Time Management Issues Setting Objectives – personal and professional – and keeping to them Work Prioritisation How do I decide what needs to be done? How do I prioritise these activities? Employee-Imposed Time: are my staff and colleagues working for me or am I working for them…? Time Bandits: what else steals time away from me and what can I do about it? E-mails Telephone calls Unplanned interruptions Displacement activities: procrastination… Other things… Effective Delegation Assertiveness: seeking a compromise; learning to say “no” effectively
417014 Agile Software Testing with Continuous Integration 28 hours QA/CI What is QA? What is CI The costs of software development, refactoring and fix errors Identifying and understanding the project Profit for the organization DDD Software development based on business requirements, assumptions DDD Problems in communication IT-Business Domain Model Best Practices KISS principle and DRY Coding standards Creating reusable code through OOP and design patterns Identifying and reducing cyclomatic complexity Software Metrics Weight Method per Class Response For a Class Depth of Inheritance Tree Coupling Between Objects Lack of Cohesion of Methods Number of Children Cyclomatic complexity Metrics class Model Metrics Metrics for use Software Testing What, when and how to test? The method of "white-box" and "black box" The role of testing in agile methodologies TDD only a potential increase in the cost of the project Unit testing Behavioral tests Functional tests Refactoring What is refactoring? Debt technology Code smell Refactoring patterns Documentation The role of documentation in agile methodologies What to document? Types of documentation Documentation and agile methodologies, or you can call (Working software over comprehensive documentation)? Standard XMI Automatic generation of documentation Tools and Environment CI Tools and Environment CI Agile and CI/QA Planning and incremental development Embracing Change Short stages Interdisciplinary team Extreme Programming, Code Review Individuals and interactions over processes and tools Summation Discussion Questions How do you begin the process of implementation? Introduction to testing Functional Tests Regression Test UAT Tests Unit Tests Usability Tests Non Functional Tests Performance test Load test Stress test Soak test Test or not to test Who is making decisions about what to test? The cost of testing irrelevant things Calculating ROI (what if something fails analysis) The role of Test Manager The process of Testing Testing is a process and a strategy Identifying testing needs Gathering requirements (use cases, user stories) Scoping (choosing and prioritize scenarios) Designing tests Preparing data Preparing environment Creating or Recording tests Perform the test Analysis and reports Conclusions and improvement When to say "stop" Product owner and Tests The customer representative and test priority Prioritizing tests Writing effective stories for UAT Acceptance criteria Group exercise to produce customer requirements and write stories based on the requirements and create tests
416972 Tunning serwerów aplikacyjnych JBoss7 i Jetty 8/9 14 hours
464139 Introduction to Six Sigma 7 hours Find out from case studies how Six Sigma uses a data driven approach to process improvement. Learn how to deploy Six Sigma and how to select and manage Six Sigma improvement projects through the define, measure, analyse, improve, control phases. What is Six Sigma Roles Understanding Critical Customer Requirements Project Chartering Process Mapping Measurement systems Data Collection Graphical analysis Baseline Performance Root Cause Analysis Generating and Selecting Improvement Control Plans
296320 ITIL®: Intermediate Lifecycle Stream: Continual Service Improvement (CSI) 35 hours The main target group for the ITIL® Intermediate Qualification: Continual Service Improvement Certificate includes, but is not restricted to CIOs, CTOs, managers, supervisory staff, team leaders, designers, architects, planners, IT consultants, IT audit managers, IT security managers, service test managers and ITSM trainers. Examination costs are not included.Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification: Introduction to Continual Service Improvement  Continual Service Improvement Principles  Continual Service Improvement Process  Continual Service Improvement Methods and Techniques  Organisation for Continual Service Improvement  Technology for Continual Service Improvement  Implementation Considerations  Critical success factors and risks.
463782 Techniki coachingowe w pracy Scrum Mastera / Lidera Projektu 14 hours
295291 Międzynarodowe Standardy Rachunkowości i Sprawozdawczości Finansowej (MSR, MSSF) (IAS, IFRS) 7 hours
62099 Business Rule Management (BRMS) with Drools 7 hours This course is aimed at enterprise architects, business and system analysts and managers who want to apply business rules to their solution. With Drools you can write your business rules using almost natural language, therefore reducing the gap between business and IT. Short Introduction to Rule Engines Artificial Intelligence Expert Systems What is a Rule Engine? Why use a Rule Engine? Advantages of a Rule Engine When should you use a Rule Engine? Scripting or Process Engines When you should NOT use a Rule Engine Strong and Loose Coupling What are rules? Creating and Implementing Rules Fact Model KIE Spreadsheet Eclipse Domain Specific Language (DSL) Replacing rules with DSL Testing DSL rules jBPM Integration with Drools Fusion What is Complex Event Processing? Short overview on Fusion Rules Testing Testing with KIE Testing with JUnit Integrating Rules with Applications Invoking rules from Java Code
3104 Ubuntu Server Overview 7 hours This course has been created for managers, system architects, existing Unix or Windows administrators or anyone who wants to know what Ubuntu Server operating system has to offer. This course in most cases answers the question WHAT Ubuntu Server can do for you, rather than HOW to do things. If you are interested in the HOW question then please have a look at our Administration of Linux System training course. This course always covers the newest release of Ubuntu. Ubuntu Server Edition Ubuntu versions Available support TLS and standard edition Maintenance policy and life cycle Ubuntu and Hardware Checking compatibility with Ubuntu Available kernels and supported architectures Package Management Dpkg and apt-get Available sources Adding new sources Alternative packet management systems (RPM, Yums, etc...) and dependencies Aptitude Automatic Updates Distribution Upgrades Networking Network Configuration TCP/IP, IPv4 and IPv6 Dynamic Host Configuration Protocol (DHCP) Time Synchronisation with NTP Remote Administration OpenSSH Server eBoxNetwork Authentication OpenLDAP Server Samba and LDAP Kerberos Domain Name Service (DNS) Configuration Security User Management Console Security Firewall AppArmor Certificates Web Servers HTTPD - Apache2 Web Server PHP5 - Scripting Language Squid - Proxy Server Ruby on Rails Apache Tomcat Databases MySQL PostgreSQL Wiki Applications Moin Moin MediaWiki File Servers FTP Server Network File System (NFS) CUPS - Print Server Email Services Postfix Exim4 Dovecot Server Mailman Mail Filtering Version Control System Bazaar Subversion CVS Server Mercurial GIT Windows Networking Samba File Server Samba Print Server Securing a Samba File and Print Server Samba as a Domain Controller Samba Active Directory Integration Likewise Open Backups Shell Scripts Archive Rotation Bacula Virtualization and Cloud Computing libvirt JeOS and vmbuilder Quemu and KVM VirtualBox VMware EC2 Eucalyptus Other Keeping /etc under Version Control System Block Device Replication
417069 Business Process Re-engineering for Competitive Advantage 21 hours The course will cover how to: Select, organise and implement a business re-engineering project Achieve competitive advantage by capitalising on technology and the use of UML tools Maximise customer satisfaction by matching process design to customer needs Identify typical symptoms of business process dysfunction Redesign workflow and structure successfully within the business Ensure best practice through the application of business patterns Introduction and Overview The what and why of business process re-engineering (BPR) Maximising competitive advantage through radical redesign The need for re-engineering Determining what re-engineering is and is not Focusing on the business process Achieving cost reduction and revenue generation goals Applying the proven CLAMBRE/UML framework for re-engineering Modelling standards: UML and BPMN Customers vs. stakeholders Identifying activities and information structure Creative right-brain thinking Targeting the Customer Exploring the customer interface Expanding customer roles with aggregation Refining customer types using generalisation Establishing an accurate customer profile Documenting customer values and needs Service provision vs. product supply Evaluating customer satisfaction: quality, flexibility, speed, cost, service Categorising customer relationships using the PRIDE checklist Assessing how effectively the business process meets customer needs Modelling the Business Process Pinpointing processes for re-engineering Uncovering core business processes Choosing suitable metrics to assess process performance Detecting business process antipatterns Presenting findings to senior management Describing worker roles and responsibilities Identifying anomalies in worker roles using cross-reference matrices Mapping a business process using UML activity diagrams Partitioning activities between roles Analysing the Business Process Detailing business processes Selecting appropriate UML tools Scoping the process with UML use case diagrams Pinpointing key business actors Modelling alternative workflows Capturing ineffective business activities Exploring the business structure Revisiting organisation infrastructure Mapping information using class diagrams UML business stereotypes Designating process architecture with communication diagrams Removing restrictive structures Redesigning the Business Process Maximising the benefits of information technology Web-enabled technology Interaction through social spaces Designing future-proof business systems Business intelligence solutions Enterprise Information Systems Redefining customer-process boundaries Adapting the business process to benefit specific customer types Integrating and capitalising on technology opportunities Personalising the process Meeting and exceeding customer expectations Creating the new process using best business practice Incorporating business patterns Resolving process anomalies Comparing strategic alternatives Ensuring durable, reliable information management Rolling Out the Re-engineered Process Re-educating the workforce Linking metrics with customer satisfaction Supporting ongoing process improvement Monitoring and measuring results Demonstrating success
464052 Software Engineering, Requirements Engineering and Testing 63 hours Software Engineering 5 days Day 1: Project Management Project versus line management and maintenance and support Project definition and project forms Management – general rules and project management Management styles What is special for IT projects? Basic project process Iterative, incremental, waterfall, agile and lean project process Project phases Project roles Project documentation and other artefacts Soft factors and peopleware PRINCE 2, PMBOK, PMI, IPMA and other project standards Day 2: Business Analysis and Requirements Engineering Fundamentals Defining business goals Business analysis, business process management, business process improvement The boundary between business and system analysis System stakeholders, system users, system context and system boudaries Why are requirements necessary? What us requirements engineering The boundary between requirements engineering and architectural design Where is requirements engineering often hidden? Requirements engineering in iterative, lean, and agile development and in continuous integration – FDD, DDD, BDD, TDD Basic requirements engineering process, roles and artefacts Standards and certifications: BABOK, ISO/IEEE 29148, IREB, BCS, IIBA Day 3: Architecture and Development Fundamentals Programming languages – structural and object-oriented paradigms Object-oriented development – how much is history, how much is the future Modularity, portability, maintainability and scalability of architectures Definition and type of software architectures Enterprise architecture and system architecture Programming styles Programming environments Programming mistakes and how to avoid and prevent them Modelling architecture and components SOA, Web Services and micro-services Automatic build and continuous integration How much architecture design is there on a project? Extreme programming, TDD and re-factoring Day 4: Quality Assurance and Testing Fundamentals Product quality: what is it? ISO 25010, FURPS etc. Product quality, user experience, Kano Model, customer experience management and integral quality User-centred design, personas and other ways to make quality individual Just-enough quality Quality Assurance and Quality Control Risk strategies in quality control The components of quality assurance: requirements, process control, configuration and change management, verification, validation, testing, static testing and static analysis Risk-based quality assurance Risk-based testing Risk-driven development Boehm’s curve in quality assurance and in testing The four testing schools – which suits your need? Day 5: Process Types, Maturity and Process Improvement The evolution of IT process: from Alan Turing through Big Blue to lean startup Process and process-oriented organization The history of processes in crafts and industries Process modelling: UML, BPMN and more Process management, process optimization, process re-engineering and process management systems Innovative process approaches: Deming, Juran, TPS, Kaizen Is (process) quality free? (Philip Crosby) The need and history of maturity improvement: CMMI, SPICE and other maturity scales Special types of maturity: TMM, TPI (for testing), Requirements Engineering Maturity (Gorschek) Process maturity versus product maturity: any correlation? any causal relationship? Process maturity versus business success: any correlation? any causal relationship? A forsaken lesson: Automated Defect Prevention and The Next Leap in Productivity Attempts: TQM, SixSigma, agile retrospectives, process frameworks Requirements Engineering - 2 days Day 1: Requirements Elicitation, Negotiation, Consolidation and Management Finding requirements: what, when and by whom Stakeholder classification Forgotten stakeholders Defining system context – defining requirements sources Elicitation methods and techniques Prototyping, personas, and requirements elicitation through testing (exploratory and otherwise) Marketing and requirements elicitation – MDRA (“Market-Driven Requirements Engineering”) Prioritising requirements: MoSCoW, Karl Wiegers and other techniques (including agile MMF) Refining requirements – agile “specification by example” Requirements negotiation: types of conflicts, conflict-solving methods Solving internal incongruence between some types of requirements (e.g. security versus ease of use) Requirements traceability – why and how Requirements status changes Requirements CCM, versioning and baselines Product view and project view on requirements Product management and requirements management in projects Day 2: Requirements Analysis, Modelling, Specification, Verification and Validation Analysis is the thinking and re-thinking you do between elicitation and specification Requirements process is always iterative, even in sequential projects Describing requirements in natural language: risks and benefits Requirements modelling: benefits and costs The rules for using natural language for requirements specification Defining and managing requirements glossary UML, BPMN and other formal and semi-formal modelling notations for requirements Using document and sentence templates for requirements description Verification of requirements – goals, levels and methods Validation – with prototyping, reviews and inspections, and testing Requirements validation and system validation Testing - 2 days Day 1: Test Design, Test Execution and Exploratory Testing Test design: after risk-based testing, choosing the optimum way to use the time and resources available Test design “from infinity to here” – exhaustive testing is not possible Test cases and test scenarios Test design on various test levels (from unit to system test level) Test design for static and for dynamic testing Business-oriented and technique-oriented test design (“black-box” and “white-box”) Attempting to break the system (“negative testing”) and supporting the developers (acceptance testing) Test design to achieve test coverage – various test coverage measures Experience-based test design Designing test cases from requirements and system models Test design heuristics and exploratory testing When to design test cases? – traditional and exploratory approach Describing test cases – how much detail? Test execution – psychological aspects Test execution – logging and reporting Designing tests for “non-functional” testing  Automatic test design and MBT (Model-Based Testing) Day 2: Test Organization, Management and Automation Test levels (or phases) Who does the testing, and when? – various solutions Test environments: cost, administration, access, responsibility Simulators, emulators and virtual test environment Testing in agile scrum Test team organization and role Test process Test automation – what can be automated? Test execution automation – approaches and tools
463784 Agile w projektach zdalnych 14 hours
295292 Finanse dla niefinansistów 14 hours
296311 ITIL®: Intermediate Lifecycle Stream: Service Strategy (SS) 21 hours The main target group for the ITIL Intermediate Qualification: Service Strategy Certificate includes but is not restricted to CIOs, CTOs, managers, supervisory staff, team leaders, designers, architects, planners, IT consultants, IT audit managers, IT security managers and ITSM trainers involved in the ongoing management, coordination and integration of strategizing activities within the Service Lifecycle. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification:  Service Strategy Principles  Defining services and market spaces  Conducting Strategic Assessments  Financial Management  Service Portfolio Management  Managing demand  Driving strategy through the Service Lifecycle  Understanding Critical Success Factors and risks
464147 Mentoring and Coaching 7 hours La meta de este curso es proveer a los participantes con habilidades de tutoría y coaching para el lugar de trabajo. Al término del curso los participantes serán capaces de: Distinguir la diferencia entre tutoría y coaching Discutir teorias de entrenamiento relevantes Describir diferentes estilos de aprendizaje Explicar el modelo de feedback Trazar los principios básicos de coaching Exponer los componentes del modelo de coaching GROW Introducción a tutoría y coaching Teorías de aprendizaje Estilos de aprendizaje Retroalimentación efectiva Principios del Coaching El modelo GROWl
4472 Agile Project Management with Scrum 14 hours Who should attend? This 2 day course is suitable for any IT professionals who are interested in implementing Iterative Agile and Scrum methodologies to manage software development. This course is particularly suited to project managers, team leaders, developers and customers of software development wishing to have a stake holding in the development process. Why Agile? Comparison of iterative methodologies Why things go wrong The Agile approach What is Scrum? Pigs and chickens Product owner The customer representative Prioritizing product requirements Writing effective stories Acceptance criteria Negotiating sprint contents Group exercise to produce customer requirements and write stories based on the requirements The sprint Sprint backlog Sprint planning: what to do Sprint planning how to do it What happens during a sprint Burn down charts Group exercise to plan a sprint Scrum Master Implementing Scrum Ensuring proper practices Maintaining documentation Standup meetings When to pair program Group exercise to implement Scrum Finishing a sprint Scrum review meeting Scrum retrospective meeting Releasing an iteration Group exercise the review a sprint Is Agile and Scrum for you? Review of the Scrum process Comparison with other methodologies Benefits of pair programming Group exercise to discuss which aspects of Agile and Scrum can be applied to attendees organisations
51777 Business Analysis 21 hours A business/systems analyst solves business problems by designing information systems which execute the strategy defined by the business. These IT solutions generally achieve one of the following goals for the business: implement a new/novel business process, increase efficiency and productivity of existing business processes, or reduce operating costs of existing processes. This course is intended for those who are moving into the Business Analysis profession and who may, after any pre-requisites are met, be interested in taking the CBAP certification examination by IIBA (www.theiiba.org). Who should attend? Entry-level IT Business Analysts Self-taught IT Business Analysts wanting to fill in the gaps and put all the pieces together Systems Analysts and programmers interested in expanding their role into the business area What is Business Analysis? Business Analysis Planning and Monitoring Requirements Elicitation – Gathering Information Requirements Management and Communication – Defining the process Enterprise Analysis – Defining the problem Requirements Analysis and Documentation – Defining the Solution Model Solution Assessment and Validation – Supporting the Balance of the Product Life Cycle Underlying Competencies for BA - soft skills Techniques for Requirement gathering process UML modelling and prototyping (Rational Rose, Visio, Erwin, Visual paradigm, Enterprise Architect). Project management (procurement management, Risk management, proposal writing). SDLC (Traditional methodologies and Agile methodologies) models, Quality standards (ISO, CMMI) and Testing (Manual and Automation). Different domains introductions (eg Telecom, Banking, E-Gov, Travel and hospitality, Health care, BPO, Engineering services).
417068 Introduction to Business Analysis: Defining Successful Projects 21 hours This course will show you how to: Perform key functions of the business analyst by applying a solid business analysis framework Conduct a business needs analysis to elicit stakeholder requirements Apply business analysis techniques to identify key problems and potential opportunities in your enterprise Create effective requirements and communication plans Analyse and specify requirements using industry best practices Manage solution assessment and validation Defining Business Analysis Overview of the business analysis discipline Key roles and responsibilities Distinguishing between business analysis and other related disciplines Introducing the business analysis framework The framework and the Business Analysis Body of Knowledge® (BABOK®) Industry best practice from the International Institute of Business Analysis (IIBA®) Capturing Business Requirements through Elicitation Gathering business needs at the organisational or department levels Performing needs analysis Choosing the best elicitation technique Soliciting enterprise-level contextual analysis using strategic, tactical and operational tools Identifying the nine elicitation techniques Verifying the necessary steps to gather information Recording and confirming elicitation results Conducting Enterprise Analysis Analysing the business landscape Categorizing and prioritizing business needs and issues using affinity diagrams Assessing business capabilities and gaps Detecting problems and finding opportunities Exposing root causes of problems Finding opportunities for growth Identifying elements of the initial solution scope Developing action-oriented business initiatives to address business needs and opportunities Measuring the feasibility of options 2x2 analysis grid Prioritization matrices Anticipating project benefits and costs Documenting critical project parameters Building SMART project objectives Specifying critical project elements and deliverables Planning and Monitoring the Business Analysis Process Planning for requirements analysis Documenting assumptions, ground rules and templates Producing a requirements development plan to guide and manage the process Building the communication plan Performing stakeholder analysis Identifying key stakeholders Analysing the impact stakeholders have on a project Developing a change management process Baselining your plan Following the defined change management process Managing the change control process Managing and Communicating Requirements Analysing requirements Verifying, prioritising and organising requirements Specifying the requirements document Identifying key relationships using traceability Executing the communication plan Addressing common pitfalls typically encountered during requirements development Validating the requirements document with key stakeholders Managing stakeholder agreement and conflict Assessing and Validating Solutions Allocating requirements Optimising business value Evaluating dependencies between the individual requirements Assessing organisational readiness Identifying organisational capability gaps Defining business and technical organisational impacts Developing Business Analysis Competencies Going beyond the mechanics of analysis Applying the IIBA® Business Analysis Competency framework
463783 Agile Retrospective 14 hours
464041 Influencing and Avoiding Conflict 21 hours Audience Staff who need to be fully aware of the issues surrounding Influencing and Avoiding Conflict with :  Their colleagues Their bosses Their internal and external customers and stakeholders Course Objectives By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Format The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and  Case Studies Module 1: Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Module 2: Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Module 3: Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Module 4: Delegation What is Delegation? The Stages of Delegation Module 5: Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Module 6: Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Module 7: Dealing with Change  The 9 key change principles The emotional reactions to change Resistance to change – and the benefits of resistance  Module 8: Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap
464137 Introduction to Lean Six Sigma green belt 21 hours The basic tenants of Lean Six Sigma are: Focus on customers and their needs Ensure internal alignment and communication Develop necessary skill sets to improve effectiveness and efficiency Continually assess all process elements for waste and variation Involve everyone Audience All employees who will be involved in Lean Six Sigma efforts. Introduction to Lean Six Sigma Learn what Lean Six Sigma is. The basics of Lean Six Sigma. Combining Lean and Six Sigma for a comprehensive improvement strategy. Improvement Methodologies Value stream mapping. Eliminating waste. Incorporating the 5S's. Starting the DMAIC Project Cycle. Supporting Infrastructure Understanding the roles in Lean Six Sigma: the Leadership Team, Champions, Black Belts, Green Belts, Project Teams Application of Lean Six Sigma Lean Six Sigma in manufacturing, the office, order entry, warehousing and distribution, sales and R&D Challenge (Test) Introduction to Lean Six Sigma Test
296330 ITIL®: Intermediate: Managing Across the Lifecycle (MALC) 35 hours In order to achieve ITIL Expert certification, you must successfully complete the Managing Across the Lifecycle capstone course, and have accumulated sufficient credits across a balanced selection of ITIL subject areas. This is five days course that closes and summarizes Lifecycle and Capability Intermediate paths by concentrating on essential learning points and knowledge IT management staff require on pivotal organizational topics. Price does not include the cost of the exam. Key concepts of the service lifecycle Communication and stakeholder management Integrating service management processes across the service lifecycle Managing services across the service lifecycle Governance, roles, people, competence and the organization Measurement Implementing and improving service management capability Summary, exam preparation and directed studies
417077 Coaching Skills 7 hours Audience Staff who need to be fully prepared to deliver high quality Coaching sessions To individual members of their own staff To their teams To individuals who are not directly connected to their own teams but who would value their independent – and non-judgemental - input Format of the course A combination of: Facilitated Discussions Delegate Coaching sessions – with full feedback By the end of the course, delegates will be able to: Define “Coaching” and explain in detail the use of Coaching to improve individual and team performance – particularly relating its use to understanding the reasons behind (and rectifying) under-performance Deliver meaningful Coaching Sessions Define Coaching Ensure clarity on what exactly Coaching is and how it is used Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance) Understand how learning shared can easily be transferred into a “commitment to action” Coaching models Introduction to the GROW model G = Goal: the purpose of the discussion or changes the individual / team wishes to make R = Reality: an honest assessment of the current situation and the need for change O = Options: what can be done to achieve that change; what else; is there anything else…? W = Will: is the desire there to see this through or will one of the other factors – GRO –prevent the achievement of the change; how will we measure progress? Consideration of all the factors required in: Turning vision into reality Delivering measurable outcomes Making effective decisions Managing the change Introducing the House of Change: understanding the need sometimes to make things worse before they can get better Becoming a successful Coach How does a Coach behave? What does a Coach do? Understanding the need to remain separate – aloof? – from the detail and only contribute individual comments / suggestions at appropriate times Coaching performance from individuals whose day-to-day work we don’t understand The link with Performance Management Objective setting – understanding what is required Managing against these objectives – understanding what success / shortfall looks like Recognising (and rectifying) under-performance; particularly recognising the causes of under- performance (which may be nothing to do with the individual’s workload) Coaching and Feedback: links and differences Coaching in Practice Facilitated sessions of Coaching – initially in a group environment to allow targeted feedback; then in coaching pairs – to put into practice the models which have already been discussed.
51775 Introduction to Advertising 7 hours This one day course is designed for anyone who wants to manage and/or produce their own advertising effectively or is new to a marketing function and needs to understand how advertising works What advertising can and can’t do Setting advertising objectives, identifying the right audience and structuring an appropriate campaign plan Advantages and disadvantages of a range of traditional and ambient media Using a rate card and booking space How to brief a creative and other suppliers How advertising agencies work; typical structure and key roles The key elements of an advertisement; headlines, body copy, straplines What makes messages effective; using features, advantages and benefits; positioning; the principles of AIDA Using a response mechanism Other useful tools and techniques
417104 Six Sigma Yellow Belt 21 hours Yellow Belt covers the basics of the Six Sigma Define Measure Analyse Improve Control (DMAIC) approach enabling delegates to take part and lead team based waste and defect reduction projects and initiatives. In addition emphasis is placed on applying the problem solving tools into daily roles. At the end of the course you will be equipped to look at your immediate team and role, determine what can be improved and create a business improvement project on a selected opportunity that is aligned to customer requirements. You will be able to analyse the process using visualization tools and identify the waste (non-value adding) components and work to eliminate these from the process. You will apply root cause analysis techniques to identify the underlying causes of defects in the process. The course uses simulations, case study exercises and work based projects to enable delegates to 'learn through doing'. Notes: This course has a minimum class size of 4. And if requested this course can be delivered in 2 days with some reductions to the course content and level of detail in some areas, notably Customer needs; Graphical analysis and Process handover. An overview of project selection and scoping Understanding customer needs and how they impact project aims Discovering processes using visualisation techniques Understanding the causes of work and how to simplify Finding and removing process waste Graphical analysis to understand process performance Problem solving tools to determine root cause Basic solution creation Piloting & implementation Process handover
417067 Presenting with Confidence 21 hours Audience Staff who need to be fully prepared to deliver presentations: To their teams To clients To other audiences internal to the company To other audiences external to the company Format of the course A combination of: Facilitated Discussions Delegate Presentations – with full feedback By the end of the course, delegates will be able to: Prepare and structure an effective presentation Prepare themselves properly for that presentation Deliver that presentation with confidence Use the various visual aids that a presenter might choose to employ in creating a stimulating presentation Deal with the different types of people who they will encounter in their presentations Presentation Skills Delivery of a pre-prepared presentation on the delegate’s chosen subject but related to their work. N.B. The duration of each delegate presentation will depend on the length of the course and on the number of participants. Eight is the ideal number of participants Full one-to-one and group feedback Preparing a Presentation Questions tor the presenter to ask in advance Why me? Logistics of what, where, when, how – and how long? Understanding how the answers to these questions affect the structure of the presentation Structuring the content: Research – know the subject Putting the content in order Creation and use of complimentary visual aids Preparing the Presenter A presenter’s three fundamental communications tools: Verbal – the words being used and avoiding slang and jargon Vocal – the sound of the words avoiding any distracting verbal tics and punctuations Visual – the look of the presenter: dress; mannerisms; presence Rehearsing the presentation – and getting honest feedback from a trustworthy source Coping with nerves Preparing the environment Room layouts – and how they communicate underlying messages to those attending the presentation Using the room to enhance the presentation experience Presentation Skills – revisited Delivery of another presentation (after suitable preparation time). N.B. This could be the same presentation as in Module 1 but revised following the detailed feedback Full one-to-one and group feedback Presentation Skills – revisited If time permits: delivery of another presentation (after suitable preparation time) Full one-to-one and group feedback
464043 Object Oriented Design using Design Patterns 14 hours Objective: Helping Technical Analysts and Designers to understand how to go through software implementation of the requirements, ensuring traceability between business specifications and the software code. This 2 day training course aims at assisting technical analysts and designers in designing specifications described by the business analysts. After transformation into software component representations, the resulting system components trace system requirements toward software component structures. Finally, these technical specifications are implemented in software code and tested upon component basis. The resulting software components provide good level of reactivity to changes as they allow to trace separately toward the implementation level the system behaviours layer by layer (from the user interfaces toward business objects layer through the application components where the usage choices of the actors are stored. Introduction What is the System Analysis and Design Process? Place of the Analysis and Design activities in the Unified Process (RUP) A panorama of UML 2 diagrams used in the system analysis and design Frameworks for tracing requirements toward software implementation and tests How to transform requirements into component based analysis specifications? Traceability between requirements and system analysis Advanced notions for representing the system structure and dynamics Refinement of the requirements on both axis Toward the system design using operation contracts Case Study : Definition of the analysis component model of the system How to transform analysis specifications into design level ones? Traceability between system analysis and design Design Patterns for loose coupling and high cohesion of components Definition of the Design level Architectural Backbone of the system (components, ports, interfaces, exchange objects) Design level interaction diagrams to implement operation contracts Case Study : Updating design level component diagram with architectural choices Implementing technical specifications and testing on a component basis Generating design level specifications into an object oriented programming language Deployment of Components on the Physical Nodes Integration and Acceptance tests on the basis of the previous specifications Conclusion Steps of the system analysis and design processes Patterns for ensuring traceability between requirements and the software code Testing requirements on the system architecture Notice: The above training-mentoring sessions are conducted interactively using Requirement Engineering and Modeling tools in order to ensure good level of traceability between requirements and underlying solutions. Concepts are explained first using basic examples and are then followed by solution drafts to your own issues. After this session, we can accompany you by reviewing and validating your solutions depending on your needs.
463935 Applying SysML with MAGICDRAW 21 hours This is a 3-day training covering principles of modeling, UML, SysML and use of MagicDraw following a case study, which demonstrates a typical model-based systems engineering approach. The course: Includes lectures and hands-on practice in using MagicDraw for systems modeling using SysML; Explains major SysML concepts and diagrams; Provides hands-on experience building system model examples; Shows how to trace model elements in different views; Explains how to use MagicDraw features efficiently; Is based on a consistent modeling case study. Audience: System architects, system engineers, software architects and other stakeholders who will create and use models. Methods: Presentations, discussions, and case study-based practical assignments. Course Materials: Slides, case study model, and practical assignment descriptions. Certificates: Each participant receives No Magic and NobleProg certificates indicating that he attended the training. Introduction Trainer and Participant Introductions Introduction to modeling Introduction to SysML Introduction to MagicDraw A Case Study Definition Structural System Decomposition Package Diagram Notation Decomposing System into Packages Modeling Package Dependencies Practical Assignment: Modeling Package Structure Analyzing User Needs Use Case Diagram Notation Identifying Actors Identifying Use Cases Use Case Relationships Practical Assignment: Modeling Use Cases Defining System Requirements From Use Cases to System Requirements Requirements Diagram Notation Specifying Requirements Defining Requirements Structure Verifying Requirements with Test Cases Requirements Relationships Practical Assignment: Modeling Requirements Defining Structural Blocks (Black Box View) Block Definition Diagram Notation Structural Blocks Modeling Block Properties Defining Relationships between Blocks Defining System Data Dictionary Practical Assignment: Modeling Black Box View of a System Modeling Block Structure (White Box View) Internal Block Diagram Visualizing Block Parts Linking Parts with Connectors Defining Ports Defining Item Flows and Interface Blocks Practical Assignment: Modeling White Box View of a System Modeling System Constraints Defining Constraint Blocks Binding Constraint Properties with Value Properties Executing Parametrics Practical Assignment: Modeling Parametrics Designing State-Based System Behavior State Machine Diagram Notation Identifying States Defining State Transition Events Specifying Signals Specifying Effects Executing State Machines Practical Assignment: Modeling Statemachines Designing Control and Data Flows Activity Diagram Defining Activities Specifying Parameters Defining Actions Modeling Control Flows Modeling Data Flows Executing Activities Executing Activities in Combination with State Machines and Parametrics Practical Assignment: Modeling Activities Designing Communications Sequence Diagram Notation Modeling Lifelines Modeling Messages Decomposing Interactions Using References Applying Interaction Fragments Defining Timing Constraints Practical Assignment: Modeling Interactions Modeling Cross-Cutting Constructs Logical and Physical Architectures Allocation relationship Allocations Display Options Identifying Types of Allocations Allocation Matrix Practical Assignment: Building Allocation Matrix Wrap up Summarizing Training Discussing Remaining Questions
464136 Management Skills for technical staff 28 hours The training program is designed for participants who have a management component to their work requirements and wish to enhance their skills. Normally, the applicant holds a BA degree or its equivalent (relevant experience can compensate for the degree). Priority will be given to candidates with a civil society background. Applicants must be able to commit themselves full-time throughout the required period and to undertake preparatory reading and written work. A good knowledge of written and spoken English is essential. Managing People – Psychological Aspects Project Management Management of Organizations Managing Change / Adjusting to Crises Human Resource Planning Organizing and Leading Project Staff and Teams Time Management Financial Management (budgeting & accounting) Case Studies
296313 ITIL®: Intermediate Lifecycle Stream: Service Design (SD) 21 hours The main target group for the ITIL Intermediate Qualification: Service Design Certificate includes, but is not restricted to CIOs, CTOs, managers, supervisory staff, team leaders, designers, architects, planners, IT consultants, IT audit managers, IT security managers and ITSM trainers involved in the ongoing management, coordination and integration of design activities within the Service Lifecycle. Examination costs are not included. Candidates can expect to gain competencies in the following upon successful completion of the education and examination components related to this certification: Management and control of all Service Design activities Management and application of Service Design concepts, inputs, outputs and activities Knowledge of Service Design principles and management of Service Design processes Control and coordination of Service Design technology related activities Justification and control of the organizational and technological issues on Service Design Analysis, justification and selection of the implementation approaches, challenges, critical success factors and risks.
417106 Design Patterns 14 hours There are plenty of tried and tested patterns widely available to everyone. Sometimes it is a matter of changing the names and implementing the pattern in a specific technology. It can saves hundreds of hours, which otherwise would be spent on design and testing. Training Goals This course has two goals: first, it allows you to reuse widely-known patterns, second, it allows you to create and reuse patterns specific to your organization. It helps you to estimate how patterns can reduce costs, systematize the design process and generate a code framework based on your patterns. Audience Software designers, business analysts, project managers, programmers and developers as well as operational managers and software division managers. Course Style The course focuses on use cases and their relationship with a specific pattern. Most of the examples are explained in UML and in simple Java examples (the language can change if the course is booked as a closed course). It guides you through the sources of the patterns as well as showing you how to catalogue and describe patterns which can be reused across your organization. Introductions Patterns and tiered architectures Pattern description Design patterns and design Finding and selecting design patterns Design pattern implementation Well-known patterns Object Creation Factory Builder Factory Method Prototype Singleton Structural Patterns Adapter Bridge Composite Decorator Facade Flyweight Proxy Behavioural Patterns Chain of Responsibility Command Interpreter Iterator Mediator Memento Observer State Strategy Template Method Visitor Observer Creating Patterns To pattern or not to pattern Formal pattern description Organizing the pattern catalogue Particular goal and abstracted goal Publishing your patterns to a pattern community
417079 The Compliance and MLRO Refresher Programme 7 hours The Compliance and MLRO Refresher Programme examines the key risk management issues and topics that are of vital importance in today’s highly-regulated environment. As well as being targeted at Compliance Officers, MLROs, MLCOs and other risk management professionals it is also aimed at members of senior management and board members keen to know more about what to expect from the risk control functions within their organisations. The Programme is lectured by subject-matter-expert from the UK. The key learning objective of the Programme is to equip attendees with sufficient knowledge to assess objectively the adequacy of their organisation’s existing risk management controls and practices and to make appropriate enhancements. Identifying and Evaluating Key Risks Analysing the role of the Compliance Officer, the MLRO, the MLCO, Internal Audit and the Board What makes an effective Compliance Officer? Accountability of the Compliance Officer Interdependencies with other control functions Primary, secondary and on-demand compliance The Compliance Officer’s Activities – and the support required Designing and Implementing an Effective Compliance Framework including a Monitoring Programme Analysing legal and regulatory rules Identifying risks Designing control and procedures Generating management information Creating an effective compliance culture Monitoring Compliance and Corporate Governance Concepts in Corporate Governance and how these help manage risk Whistle blowing Role of the director Creating an effective board Differentiating the roles of the executive and non executive director Creating and effectively utilising Corporate Governance committees e.g. Audit, Remuneration Financial reporting and Corporate Governance The Turnbull Report and effective risk management The Latest Local and International Regulatory Issues Surrounding Compliance and Financial Crime Prevention Issues in Compliance Issues in Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) Issues in Fraud Issues in Identity Theft Issues in Phishing Managing the Risk of Money Laundering Offshore Issues, PEPs and EPs Know Your Client (KYC) and Identification & Verification (ID&V) A Risk-Management Approach Case studies Other Regulatory Risks Information Security and Data Protection Market Abuse and Insider Dealing Bribery and Corruption Sanctions …and other types and Risks in on-shore and off-shore Banking Human Factors in Risk Management Understanding the importance of human error in procedures-driven environments Common human factor problems Steep authority gradients Reliance vacuums Dominant individuals Identifying and addressing human factor issues Developing an effective compliance culture Criminal Abuse of Private Banking Services, Trusts and Corporate Services companies Offshore companies and corporate services analysed Offshore trusts and trustee services analysed The criticality of fiduciary duty Understanding commercial rationale AML trust and company vulnerabilities Examples of abuse Case studies
20934 BPMN 2.0 for Business Analysts 21 hours This course has been created for business analysts who want to use BPMN 2.0 extensively in their projects. It focuses on practical aspects of all BPMN 2.0 specification as well as implementations of common patterns. It is a series of short lectures followed by exercises: the delegates will have a problem described in English, and will have to create a proper diagram for each problem. After that, the diagrams will be discussed and assessed by the group and the trainer. This course doesn't cover execution part of BPMN, it focuses on analysis and process design aspects of BPMN 2.0. BPMN 2.0 in context of Business Process Management Business Process definition How to model Business Process Sub-model Types of Processes Choreographies Collaborations Conversations Modeling Orchestration Private non-executable (internal) business process Private executable (internal) business process Public processes Basic BPMN Symbols in Examples Activity Gateways Events Sequence Flow Message Artifacts Modeling Collaboration Pool, Participants Lanes Message Flow How to model messages Process Design Activities Activity vs Task Human Interactions Types of Tasks Sub-Process Call Activity Loop Characteristics and Multi-Instance Items and Data Data Modeling Events Concepts Start and End Events Intermediate Events Trigger Types of Events Message Timer Error Escalation Cancel Compensation Link Gateways Sequence Flow Considerations Exclusive Gateway Inclusive Gateway Parallel Gateway Event-Based Gateway Parallel Event-Based Gateway Complex Gateway Compensation Compensation Handler Compensation Triggering Relationship between Error Handling and Compensation Transaction Transaction definition Transaction outcomes success error cancel Choreography Choreography vs Orchestration Sequence Flow Events Gateways Conversation Conversation Conversation Link
98045 Managing Business Logic with Drools 21 hours This course is aimed at enterprise architects, business and system analysts, technical managers and developers who want to apply business rules to their solutions. This course contains a lot of simple hands-on exercises during which the participants will create working rules. Please refer to our other courses if you just need an overview of Drools. This course is usually delivered on the newest stable version of Drools and jBPM, but in case of a bespoke course, can be tailored to a specific version. Short Introduction to Rule Engines Artificial Intelligence  Expert Systems What is a Rule Engine? Why use a Rule Engine? Advantages of a Rule Engine When should you use a Rule Engine? Scripting or Process Engines When you should NOT use a Rule Engine Strong and Loose Coupling What are rules? Creating and Implementing Rules Fact Model KIE Rules visioning and repository Exercises Domain Specific Language (DSL) Replacing rules with DSL Testing DSL rules Exercises jBPM Integration with Drools Short overview of basic BPMN Invoking rules from a processes Grouping rules Exercises Fusion What is Complex Event Processing? Short overview on Fusion Exercises Mvel - the rule language Filtering (fact type, field Operators Compound conditions Operators priority Accumulate Functions (average, min, max, sum, collectList, etc....) Rete - under the hood Compilation algorithm Drools RETE extensions Node Types Understating Rete Tree Rete Optimization Rules Testing Testing with KIE Testing with JUnit OptaPlanner An overview of OptaPlanner Simple examples Integrating Rules with Applications Invoking rules from Java Code
295263 Activiti for Business Process Designers 21 hours BPMN 2.0 Introduction What is BPMN? Defining a process BPMN 2.0 Constructs Events Event Definitions Timer Event Definitions Error Event Definitions Signal Event Definitions Message Event Definitions Boundary Events Compensation Boundary Event Intermediate Catching Events Compensation Event Sequence Flow Description Graphical notation XML representation Conditional sequence flow Default sequence flow Gateways Exclusive Gateway Parallel Gateway Inclusive Gateway Event-based Gateway Tasks User Task Script Task Business Rule Task Manual Task Multi-instance (for each) Compensation Handlers Sub-Processes and Call Activities Sub-Process Event Sub-Process Transaction subprocess Call activity (subprocess) Data objects Activiti Introduction Very short introduction to BPMS License Downloading and Installing Activiti Modeler Table-driven definition (Activiti Kickstart) Model editing Importing existing models Convert deployed definitions to a editable model Export model to BPMN XML Deploy model to the Activiti Engine Activiti Explorer Process diagram Tasks Start process instances My instances Administration Reporting The Activiti API The Process Engine API and services Exception strategy Working with the Activiti services Deploying the process Starting a process instance Completing tasks Suspending and activating a process Query API Expressions Unit testing Debugging unit tests Eclipse Designer Installation Activiti Designer editor features Activiti Designer BPMN features Activiti Designer deployment features Extending Activiti Designer Deployment Business archives Deploying programmatically Deploying with Activiti Explorer Versioning of process definitions Providing a process diagram Generating a process diagram Category Forms Form properties External form rendering History Querying history History configuration History for audit purposes REST API General Activiti REST principles Deployment Process Definitions Models Process Instances
503498 Activiti for Process Developers 28 hours This course is created for people who will be responsible for executing process with Activity. BPMN 2.0 Introduction What is BPMN? Defining a process BPMN 2.0 Constructs Events Event Definitions Timer Event Definitions Error Event Definitions Signal Event Definitions Message Event Definitions Start Events None Start Event Timer Start Event Message Start Event Signal Start Event Error Start Event End Events None End Event Error End Event Cancel End Event Boundary Events Timer Boundary Event Error Boundary Event Signal Boundary Event Message Boundary Event Cancel Boundary Event Compensation Boundary Event Intermediate Catching Events Timer Intermediate Catching Event Signal Intermediate Catching Event Message Intermediate Catching Event Intermediate Throwing Event Intermediate Throwing None Event Signal Intermediate Throwing Event Compensation Intermediate Throwing Event Sequence Flow Description Graphical notation XML representation Conditional sequence flow Default sequence flow Gateways Exclusive Gateway Parallel Gateway Inclusive Gateway Event-based Gateway Tasks User Task Script Task Java Service Task Web Service Task Business Rule Task Email Task Mule Task Camel Task Manual Task Java Receive Task Shell Task Execution listener Task listener Multi-instance (for each) Compensation Handlers Sub-Processes and Call Activities Sub-Process Event Sub-Process Transaction subprocess Call activity (subprocess) Transactions and Concurrency Asynchronous Continuations Exclusive Jobs Process Initiation Authorization Data objects Activiti Introduction Very short introduction to BPMS License Downloading and Installing Activiti Modeler Table-driven definition (Activiti Kickstart) Model editing Importing existing models Convert deployed definitions to a editable model Export model to BPMN XML Deploy model to the Activiti Engine Activiti Explorer Process diagram Tasks Start process instances My instances Administration Reporting Changing the database The Activiti API The Process Engine API and services Exception strategy Working with the Activiti services Deploying the process Starting a process instance Completing tasks Suspending and activating a process Query API Expressions Unit testing Debugging unit tests The process engine in a web application Eclipse Designer Installation Activiti Designer editor features Activiti Designer BPMN features Activiti Designer deployment features Extending Activiti Designer Deployment Business archives Deploying programmatically Deploying with Activiti Explorer Versioning of process definitions Providing a process diagram Generating a process diagram Category Forms Form properties External form rendering History Querying history HistoricProcessInstanceQuery HistoricVariableInstanceQuery HistoricActivityInstanceQuery HistoricDetailQuery HistoricTaskInstanceQuery History configuration History for audit purposes REST API General Activiti REST principles Deployment Process Definitions Models Process Instances Executions Tasks History Forms Database tables Engine Runtime Jobs Users Groups Legacy REST - General Usage Repository Engine Processes Tasks Identity Management Integration Integration strategies and frameworks
6329 Managing Business Processes with ProcessMaker 14 hours ProcessMaker is an Open Source BPM software application. It is a light weight, fully web based tool written in PHP, which can compete with expensive enterprise solutions. This course presents you with how to implement process management using ProcessMaker, focusing on how to create a process definition, define roles, groups and users, and start a process from an external application. Introduction to BPMN2 BPMN2 elements supported by ProcessMaker BPMN2 spec elements and possible implementations in ProcessMaker BPM Quick Overview What is BPM and how can it be implemented? BPMN and other standards ProcessMaker and other tools ProcessMaker Basics Managing Users Managing Processes Process Map DynaForms DynaForm Fields Dependent Fields Managing Cases Reports on ProcessMaker ProcessMaker Advanced Process Supervisors Sub-Process Case Tracker Web Entry Conditional Notifications Process Permissions PM Tables Events Remote access with WebDAV ProcessMaker Integration Invoking web services from ProcessMaker Using ProcessMaker web services
165099 Business Process Analysis with UML and BPMN 14 hours Course Audience: Managers who want to understand BPMN diagrams, Business Consultants, Business Analysts, Business Process Engineers, System Analysts and anyone who is involved in analyzing and planning Business Processes using standardized, unified modelling notation. Course Goals: Produce high-quality process diagrams Model in the BPMN process notation Capture as-is process information Implement optimized process flows for people-intensive processes Simplify complex process definitions and break them into more manageable pieces UML Business use case diagrams UML activity diagrams detailing the use case Business Entities definitions depicted with Class Diagrams Map the model into system use cases BPMN BPMN modelling techniques BPMN modelling shape overview Swimlane generation and viewing BPMN text objects, data objects, annotations, and attributions Basic Process optimization Process design best practices
164960 jBPM for Developers 35 hours This courses is for a process developers and software developers who want to know how to manage, manipulate and develope processes with jBPM. It covers components of jBPM and elements of BPMN 2 implemented in JBPM including managing signals and events, programming gateways, injecting processes data and running parallel activities. NobleProg tries to run this course on the newest version of the Open Source version of jBPM, but older version or beta version may be requested.Overview What is jBPM? Overview Core Engine Eclipse Editor Web-based Designer jBPM Console Documentation Getting Started Downloads Getting started Community Sources Installer Prerequisites Download the installer Demo setup What to do if I encounter problems or have questions? Core Engine: API The jBPM API Knowledge-based API Core Engine: Basics Creating a process Details of different process constructs: Overview Details: Process properties Details: Events Details: Activities Details: Gateways Using a process in your application Other features Core Engine: BPMN 2.0 Business Process Model and Notation (BPMN) 2.0 specification Examples Supported elements / attributes Core Engine: Persistence and transactions Runtime State Process Definitions History Log Core Engine: Example jBPM Examples Examples Unit tests Eclipse BPMN 2.0 Plugin Installation Creating your BPMN 2.0 processes Filtering elements and attributes Designer Installation Source code Designer UI Explained Support for Domain-specific service nodes Configuring Designer Generation of process and task forms View processes as PDF and PNG Viewing process BPMN2 source Embedding designer in your own application Migrating existing jBPM 32 based processes to BPMN2 Visual Process Validation Integration with the jBPM Service Repository Generating code to share the process image, PDF, and embedded process editor Importing existing BPMN2 processes Viewing Process Information Requirements Console Installation Running the process management console Adding new process / task forms REST interface Human Tasks Human tasks inside processes Human task service Human task clients Domain-specific processes Introduction Example: Notifications Testing and debugging Unit testing Debugging Process Repository Business Activity Monitoring Reporting Direct Intervention Flexible Processes Integration with Maven, OSGi, Spring, etc Maven OSGi Spring
164961 jBPM for Process Designers 28 hours This course has been created for managers, business analysts, process designers, developers and subject matter experts who want to be able to design, validate and simulate a process with jBPM. It also includes writing unit tests for the processes. The course usually uses the newest stable version of community jBPM project. Previous versions of jBPM also may be used (approval before booking required) Overview What is jBPM? Eclipse Editor Web-based Designer jBPM Console Basics Creating a process Details of different process constructs: Overview Details: Process properties Details: Events Details: Activities Details: Gateways Using a process in your application Other features Core Engine: BPMN 2 Business Process Model and Notation (BPMN) 2 specification Examples Supported elements / attributes Core Engine: Persistence and transactions Runtime State Process Definitions History Log Eclipse BPMN 2 Plugin Editors available in Eclipse Creating your BPMN 2 processes Filtering elements and attributes Designer Support for Domain-specific service nodes Configuring Designer Generation of process and task forms View processes as PDF and PNG Viewing process BPMN2 source Embedding designer in your own application Visual Process Validation Integration with the jBPM Service Repository Generating code to share the process image, PDF, and embedded process editor Importing existing BPMN2 processes Viewing Process Information Requirements Console Running the process management console Adding new process / task forms REST interface Human Tasks Human tasks inside processes Human task service Human task clients Testing and debugging Unit testing Debugging Process Repository Business Activity Monitoring Reporting Direct Intervention
4466 OCEB2 OMG Certified Expert in BPM - Fundamental Exam Preparation 28 hours OCEB2 Content Developer NobleProg has official OMG OCEB 2 Content Developer status, which means that our course outlines and training materials were developed by the same experts who prepared questions for OCEB 2 exams. This course prepares you for the OMG Certified Expert in BPM (OCEB v2) Fundamental Examination. After this course you can practise using our testing engine on over 200 sample questions. Business Goals, Objectives Business Basics from the purely Business Point of View business fundamentals, strategy planning and goal-setting project management marketing staffing finance Business Process Concepts and Fundamentals Fundamental aspects of Business Processes:  identifying (discovering) business processes characteristics of processes as-is process vs. to-be process levels of business process modeling tying business processes to goals and objectives Business Process Management Concepts and Fundamentals Fundamentals of Business Process Management: functional vs. process-centric enterprise organization styles of process management advancements in process management stakeholders' roles and responsibilities enabling tools of process management Business Motivation Modeling Business Modeling Fundamentals - Elements of the Business Motivational Model:  business vision goals, objectives means and ends mission strategies, tactics aspects of business modeling Business Process Modeling Concepts Business Process Modeling Fundamentals: BPMN Basics definition and use of all BPMN elements included in the descriptive and analytic conformance subclasses activities; grouping elements of a model Business Process Modeling Skills Business Process Modeling Skills: brief scenario presented either as a BPMN diagram or in a few sentences BPMN elements listed in the descriptive and analytic conformance subclasses  Process Quality, Governance, and Metrics Frameworks Awareness of Industry Reference Models and Quality, Metrics, and Governance Frameworks: awareness of a range of industry frameworks APQC Process Classification Framework SCOR Value Chain Reference Model Business Process Maturity Model (BPMM) Six Sigma, Balanced Scorecard COBIT Sarbanes-Oxley
10116 OCEB2 OMG Certified Expert in BPM - Business Intermediate Exam Preparation 21 hours This course prepares you for the OMG Certified Expert in BPM 2 (OCEB v2) Business Intermediate Exam Intermediate Business Motivational Modeling Modeling business, moving up from Fundamental level: Ends, Means, Influencers, Assessments Organization Unit (in the BMM sense) Business Process, Business Rule constructing BMM models and interpreting (brief) scenarios Business Process Modeling with BPMN Advanced BP modeling with BPMN: Advanced event types Links & GoTos Compensation Complex Activity Inputs and Outputs Exception Handling Iteration/Repetition/Looping Grouping activities into SubProcesses Data object (including Lifecycle and Accessibility) Data store, data input, and data output Global Task and Global Process Conversations Choreography Execution Semantics Decision Management and Modeling with DMN DMN Basic Concepts, and Scope and Uses Decision Requirements Relating Decision Logic to Decision Requirements Decision Tables Relation of DMN to BPMN Business Rules Approach and Shared Business-Wide Vocabulary Noun Concepts and Business Rules (BR) vocabulary BR Basics Two types of BR BR and Business Processes Creating and using Process-Specific Business Rules Advantages of a shared business-wide vocabulary (SBVR Awareness) Business Process Management Knowledge and Skills BP Project Management Activity Lifecycle Ownership of Processes Measurement and Optimization CSFs and KPIs Business Activity Monitoring Scorecarding Process Simulation and Optimization BPM ROI Model Value Analysis (When to model, and when not to) BPMS Tool fundamentals BPM Center of Excellence basics Organizational Change Management Process Quality and Governance Frameworks Questions at the Intermediate exam go one level deeper into the scope, goals, and structure of these major frameworks: SOX, COBIT, and ITIL Frameworks for Process Improvement: OMG's Business Process Maturity Model (BPMM) 6 Sigma, LEAN
11742 OCEB Certified Expert in BPM - Technical Intermediate Exam Preparation 14 hours This course prepares you to OMG Certified Expert in BPM (OCEB) Technical Intermediate Exam. http://www.omg.org/oceb/coveragemap-tech-inter.htm Business Process Management Awareness Generic BPMS Tools and Suites Characteristics and Capabilities BP Center of Excellence Business Process Modeling with BPMN Iteration/Repetition/Looping/Links/GoTos Complex Event Types Transactions and Compensation Ad Hoc Processes Exception handling Complex activity inputs & outputs Types of Activities Activity Lifecycle Choreography Workflow Patterns Workflow Patterns, as described in Chapter 10 of the BPMN specification and the Workflow Patterns Initiative Business Rules Business Rules requirements Structural Business Rules Decision Models Fact Models Process Elements and Decision Points Creating Business Rules based on business requirements Architecture Topics SOA awareness "fit" between SOA and process orientation MDA awareness MDA and Business Process Modeling for execution IT Infrastructure and Business Process Service-Level Agreements Process Configuration Management ITIL and COBIT-based technology management Privacy and Security Standards and Enforcement Monitoring and Managing Processes Types of available process data Retrieving performance data from processes Analytics & BAM tool setup awareness Implementing BP analysis and simulation tools
11741 OCEB Certified Expert in BPM - Business Advanced Exam Preparation 7 hours This course prepares you for the OCEB Business Advanced exam Aligning BPM with Enterprise goals and resources Aligning business processes with stakeholders' goals Aligning business processes with available resources Changing business processes to continue to achieve business goals in response to changing conditions Enterprise decision management Advanced Business Process Modeling with BPMN Advanced process discovery Working with large models Splitting a model for outsourcing Model validation Management of BPM programs Developing a BPM Center of Excellence Developing an enterprise roadmap for BPM Techniques to drive business adoption Developing business cases Developing a business architecture Resourcing a BPM team Ownership of processes Process portfolio management Global and local process guidelines Advanced Change Management Implementing and aligning organizational change Rollout strategies Assessing degrees of impact Advanced change techniques Compliance and Assurance Governance, Risk, and Compliance (GRC) including Corporate Governance Enterprise Risk Management Strategic Compliance Management, and Corporate Social Responsibility Assurance topics including Information Assurance, Process Assurance, and Quality Assurance. Advanced Topics in Process Improvement BP and transition QA techniques BPMM - Structure and Major Features 6 Sigma - Major features, approaches, and benefits LEAN - Major features, approaches, and benefits
11743 OCEB Certified Expert in BPM - Technical Advanced Exam Preparation 7 hours This course prepares you to OMG Certified Expert in BPM (OCEB) Technical Advanced Exam. http://www.omg.org/oceb/coveragemap-tech-inter.htm Business Process Management Awareness Configuring, measuring, and reporting KPIs Advanced BMM modeling and Leveraging existing assets within IT Advanced Business Process Modeling with BPMN Improving or optimizing BPMN models Tuning a BPMN model for implementation BPEL fundamentals BAM Awareness Relationship of ESB to Business Process and Process Documentation topics including BP Use Cases Technical Specifications from BP Models and Business Process Analysis Understanding Metamodeling Concepts Metamodeling enables precise specification independent of notation Metamodeling enables an interoperable repository for models Enterprise Architecture Service-Oriented design concepts Service-oriented design patterns Design of services Meeting GRC requirements Designing and building auditable Business Processes Business Rules PRR Awareness Rete Algorithm Implementation and Integration Integration Components and Adapters including ERP, CRM, SaaS, and Integrating Legacy Systems Integrating Business Intelligence and Analytics including Data Warehousing Vendor Selection and Marketplace Topics Scenario-based assessment Cost/Benefit analysis / ROI RFP analysis Fitting tool to task
296363 Organizacja i zarządzanie testowaniem 14 hours
202955 Testowanie w Agile 7 hours
201344 Podstawy inżynierii wymagań i analizy 14 hours
202956 Exam preparation: IREB CPRE foundation 7 hours Training objective Completing requirements engineering knowledge, for example obtained at our “Requirements engineering foundation (2 days)” training, or in other ways, with the knowledge required to pass the examination for Foundation IREB CPRE Certificate (IREB CPRE FL). The exam requires coping with specific test exam questions, which we learn during this 1-day training. Target group Professionals wishing to confirm their knowledge and experience in requirements engineering by passing the examination for IREB CPRE FL certificate. Overview of the syllabus required for IREB CPRE FL examination Discussing topics form the syllabus not covered by “Requirements engineering foundation (2 days)”, and learning the terminology How exam questions are built, how to interpret and how to answer them? Answering and getting 40 mock exam questions explained
202957 Skuteczne pozyskiwanie i negocjowanie wymagań 14 hours
202958 Exam preparation: requirements elicitation and consolidation, IREB CPRE AL certification 7 hours Training objective Completing information gained at “Effective requirements elicitation and negotiation (2 days)”, or in another way, with the skills allowing passing IREB CPRE Advanced Level Elicitation and Consolidation exam. The exam requires coping with specific test exam questions, which we learn during this 1-day training. Target group Professionals wishing to pass IREB CPRE elicitation and consolidation examination. Syllabus overview Learning subjects included in IREB syllabus but not covered by “Effective requirements elicitation and negotiation (2 days)”, and learning terminology How exam questions are built, how to interpret and how to answer them? Answering and getting 40 mock exam questions explained
296361 Modelowanie wymagań – przegląd metod 14 hours
202960 Zarządzanie wymaganiami w projektach Agile 7 hours
296717 Psychologiczne aspekty zarządzania zespołem IT – psychologia zespołu Scrum agile 14 hours

Course Discounts

Course Venue Course Date Course Price [Remote/Classroom]
BPMN 2.0 for Business Analysts Wroclaw, ul.Ludwika Rydygiera 2a/22 Tue, 2016-09-27 09:00 3110PLN / 2337PLN
R Warszawa, ul. Złota 3/11 Wed, 2016-09-28 09:00 7588PLN / 4850PLN
Administracja serwerem Apache Tomcat Kraków, ul. Rzemieślnicza 1 Mon, 2016-10-03 09:00 2344PLN / 1736PLN
Visual Basic for Applications (VBA) in Excel - Introduction to programming Warszawa, ul. Złota 3/11 Tue, 2016-10-04 09:00 1941PLN / 1504PLN
Programming in Scala Poznan, Garbary 100/63 Tue, 2016-10-04 09:00 3479PLN / 2114PLN
Web Application Development in PHP Szczecin, ul. Małopolska 23 Tue, 2016-10-04 09:00 2688PLN / 2081PLN
Introduction to Linux Poznan, Garbary 100/63 Tue, 2016-10-04 09:00 1640PLN / 1100PLN
Docker for Developers and System Administrators Gdańsk, ul. Powstańców Warszawskich 45 Wed, 2016-10-05 09:00 2507PLN / 1963PLN
Adobe InDesign Lublin, ul. Spadochroniarzy 9 Wed, 2016-10-05 09:00 1220PLN / 1144PLN
ITIL® Foundation Certificate in IT Service Management Warszawa, ul. Złota 3/11 Mon, 2016-10-10 09:00 2639PLN / 2076PLN
Visual Basic for Applications (VBA) in Excel - Advanced Wroclaw, ul.Ludwika Rydygiera 2a/22 Mon, 2016-10-10 09:00 1689PLN / 1296PLN
Market Forecasting Poznan, Garbary 100/63 Thu, 2016-10-13 09:00 2936PLN / 2112PLN
ITIL® Foundation Certificate in IT Service Management Łódź, ul. Tatrzańska 11 Mon, 2016-10-17 09:00 2639PLN / 2160PLN
Effective working with spreadsheet in Excel Rzeszów, Plac Wolności 13 Tue, 2016-10-18 09:00 598PLN / 737PLN
Market Forecasting Warszawa, ul. Złota 3/11 Wed, 2016-10-19 09:00 2936PLN / 2112PLN
ITIL® Foundation Certificate in IT Service Management Szczecin, ul. Małopolska 23 Wed, 2016-10-19 09:00 2639PLN / 2134PLN
A Practical Guide to Successful Pricing Strategies Poznan, Garbary 100/63 Wed, 2016-10-26 09:00 1427PLN / 1093PLN
Creating and delivering presentations in Power Point (social skills workshop) Poznan, Garbary 100/63 Thu, 2016-10-27 09:00 1572PLN / 1121PLN
Agile Project Management with Scrum Kraków, ul. Rzemieślnicza 1 Wed, 2016-11-02 09:00 1746PLN / 1449PLN
Agile Project Management with Scrum Poznan, Garbary 100/63 Mon, 2016-11-07 09:00 1746PLN / 1315PLN
Administration of Linux System Olsztyn, ul. Kajki 3/1 Tue, 2016-11-08 09:00 1940PLN / 1509PLN
SQL Fundamentals Warszawa, ul. Złota 3/11 Wed, 2016-11-09 09:00 1358PLN / 853PLN
Excel For Statistical Data Analysis Warszawa, ul. Złota 3/11 Mon, 2016-11-14 09:00 1343PLN / 1031PLN
Visual Basic for Applications (VBA) in Excel - Advanced Białystok, ul. Malmeda 1 Mon, 2016-11-14 09:00 1689PLN / 1413PLN
Python Programming Szczecin, ul. Małopolska 23 Tue, 2016-11-15 09:00 5790PLN / 3824PLN
Creating and managing Web sites Kraków, ul. Rzemieślnicza 1 Mon, 2016-11-21 09:00 3410PLN / 2836PLN
Graphic techniques (Adobe Photoshop, Adobe Illustrator) Wroclaw, ul.Ludwika Rydygiera 2a/22 Tue, 2016-12-06 09:00 1963PLN / 1470PLN

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