Szkolenia Zarządzanie w Łódź

Zarządzanie Training in Łódź
Management courses Łódź

Łódź, ul. Tatrzańska 11

ul. Tatrzańska 11
93-115 Łódź
Poland
PL

Zarządzanie Course Events - Łódź

Identyfikator Nazwa Miejscowość Czas trwania (po 7h zegarowych dziennie) Data Kursu PHP Cena szkolenia [Zdalne/Stacjonarne]
753972 Train-the-Trainer Łódź, ul. Tatrzańska 11 21 hours pon., 2016-08-08 09:00 6573PLN / 4196PLN
755713 The Scrum Test Specialist Łódź, ul. Tatrzańska 11 7 hours pon., 2016-08-08 09:00 2473PLN / 1622PLN
793903 Service-Oriented Architecture: Strategy, Technology and Methodology Łódź, ul. Tatrzańska 11 35 hours pon., 2016-08-08 09:00 4100PLN / 3050PLN
754762 People and Team Management Łódź, ul. Tatrzańska 11 21 hours pon., 2016-08-08 09:00 6273PLN / 3896PLN
755128 Introduction to Management Łódź, ul. Tatrzańska 11 14 hours pon., 2016-08-08 09:00 4310PLN / 2662PLN
754210 Business Analysis Łódź, ul. Tatrzańska 11 21 hours pon., 2016-08-08 09:00 3325PLN / 2025PLN
755606 Leveraging Business Agility - TOGAF 9.1 and ArchiMate 2 in Practice Łódź, ul. Tatrzańska 11 14 hours pon., 2016-08-08 09:00 6035PLN / 3321PLN
755574 Corporate Governance Łódź, ul. Tatrzańska 11 7 hours wt., 2016-08-09 09:00 1400PLN / 1125PLN
794077 Programowanie Aplikacji Webowych z Java EE 6 / 7 Łódź, ul. Tatrzańska 11 28 hours wt., 2016-08-09 09:00 3450PLN / 2431PLN
753867 ITIL®: Intermediate Capability Stream: Planning Protection & Optimization (PP&O) Łódź, ul. Tatrzańska 11 28 hours wt., 2016-08-09 09:00 4888PLN / 3428PLN
755182 BPM for Managers and Analysts Overview Łódź, ul. Tatrzańska 11 14 hours wt., 2016-08-09 09:00 2973PLN / 2123PLN
754569 Podstawy inżynierii wymagań i analizy Łódź, ul. Tatrzańska 11 14 hours wt., 2016-08-09 09:00 2750PLN / 1927PLN
754315 ITIL®: Intermediate Lifecycle Stream: Service Transition (ST) Łódź, ul. Tatrzańska 11 21 hours śr., 2016-08-10 09:00 4363PLN / 3025PLN
753744 Zwinne zarządzanie projektami za pomocą Kanban Łódź, ul. Tatrzańska 11 14 hours śr., 2016-08-10 09:00 1963PLN / 1725PLN
755691 Prototypowanie interaktywnych makiet - Axure Łódź, ul. Tatrzańska 11 14 hours śr., 2016-08-10 09:00 2125PLN / 1344PLN
753647 Presenting with Confidence Łódź, ul. Tatrzańska 11 21 hours śr., 2016-08-10 09:00 6273PLN / 3896PLN
755007 Prognozowanie Rynku Łódź, ul. Tatrzańska 11 14 hours czw., 2016-08-11 09:00 2950PLN / 2175PLN
755525 WebServices with SOAP and WSDL Basics Łódź, ul. Tatrzańska 11 14 hours czw., 2016-08-11 09:00 3500PLN / 2197PLN
754978 Modelowanie wymagań – przegląd metod Łódź, ul. Tatrzańska 11 14 hours czw., 2016-08-11 09:00 3175PLN / 2725PLN
755654 Zarządzanie Procesami Biznesowymi z wykorzystaniem ProcessMaker Łódź, ul. Tatrzańska 11 14 hours czw., 2016-08-11 09:00 4348PLN / 3041PLN
754809 Handling Conflict with Confidence Łódź, ul. Tatrzańska 11 14 hours czw., 2016-08-11 09:00 4235PLN / 2618PLN
754651 Scrum for Managers and Executives Łódź, ul. Tatrzańska 11 7 hours pt., 2016-08-12 09:00 2045PLN / 1362PLN
754114 Międzynarodowe Standardy Rachunkowości Łódź, ul. Tatrzańska 11 7 hours pt., 2016-08-12 09:00 1598PLN / 962PLN
851822 Apache Maven Łódź, ul. Tatrzańska 11 21 hours wt., 2016-08-16 09:00 5010PLN / 2301PLN
754426 Organisational Behaviour Łódź, ul. Tatrzańska 11 14 hours wt., 2016-08-16 09:00 4310PLN / 2662PLN
754072 Business Modeling for an Agile Enterprise Łódź, ul. Tatrzańska 11 14 hours wt., 2016-08-16 09:00 6035PLN / 3321PLN
754882 Mentoring and Coaching Łódź, ul. Tatrzańska 11 7 hours wt., 2016-08-16 09:00 2510PLN / 1644PLN
755922 Applying SysML with MAGICDRAW Łódź, ul. Tatrzańska 11 21 hours wt., 2016-08-16 09:00 7143PLN / 4395PLN
754186 Equality and Diversity Masterclass Łódź, ul. Tatrzańska 11 7 hours wt., 2016-08-16 09:00 2510PLN / 1644PLN
754742 Agile TDD Łódź, ul. Tatrzańska 11 7 hours wt., 2016-08-16 09:00 1275PLN / 1063PLN
755842 Analiza biznesowa i systemowa z użyciem notacji UML - warsztat praktyczny dla PO w metodyce Scrum Łódź, ul. Tatrzańska 11 21 hours wt., 2016-08-16 09:00 3375PLN / 2246PLN
755555 ITIL®: Intermediate Lifecycle Stream: Service Strategy (SS) Łódź, ul. Tatrzańska 11 21 hours śr., 2016-08-17 09:00 4363PLN / 3025PLN
754664 Techniki coachingowe w pracy Scrum Mastera / Lidera Projektu Łódź, ul. Tatrzańska 11 14 hours śr., 2016-08-17 09:00 2175PLN / 1406PLN
755863 ITIL®: Intermediate Capability Stream: Operational Support & Analysis (OS&A) Łódź, ul. Tatrzańska 11 21 hours śr., 2016-08-17 09:00 4363PLN / 3025PLN
754141 WildFly Application Server Administration Łódź, ul. Tatrzańska 11 14 hours śr., 2016-08-17 09:00 2853PLN / 1778PLN
754965 Communicating and Influencing For Team Members Łódź, ul. Tatrzańska 11 14 hours śr., 2016-08-17 09:00 4235PLN / 2618PLN
755085 B2B Brand Management Łódź, ul. Tatrzańska 11 7 hours śr., 2016-08-17 09:00 1165PLN / 835PLN
755585 Wprowadzenie do Domain Driven Design Łódź, ul. Tatrzańska 11 14 hours śr., 2016-08-17 09:00 3860PLN / 2405PLN
755519 Introduction to Lean Six Sigma Training Łódź, ul. Tatrzańska 11 21 hours śr., 2016-08-17 09:00 6385PLN / 3962PLN
755860 Introduction to Business Analysis: Defining Successful Projects Łódź, ul. Tatrzańska 11 21 hours śr., 2016-08-17 09:00 6283PLN / 3899PLN
755935 Introduction to Lean Six Sigma green belt Łódź, ul. Tatrzańska 11 21 hours śr., 2016-08-17 09:00 6385PLN / 3962PLN
753665 REST API - wzorzec wymiany informacji między serwisami Łódź, ul. Tatrzańska 11 14 hours śr., 2016-08-17 09:00 2050PLN / 1446PLN
753602 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Advanced Łódź, ul. Tatrzańska 11 7 hours śr., 2016-08-17 09:00 1775PLN / 1270PLN
754224 Bezstresowe zarządzanie sobą w czasie - jak mieć zawsze określone cele i być efektywnym w ich realizacji. Łódź, ul. Tatrzańska 11 14 hours śr., 2016-08-17 09:00 1075PLN / 777PLN
754209 WebServices Basics for Non-Programmers Łódź, ul. Tatrzańska 11 14 hours śr., 2016-08-17 09:00 1200PLN / 988PLN
755941 An Introduction to the Scrum Team Role Łódź, ul. Tatrzańska 11 7 hours czw., 2016-08-18 09:00 2473PLN / 1622PLN
754646 Zarządzanie regułami biznesowymi (BRMS) z Drools Łódź, ul. Tatrzańska 11 7 hours czw., 2016-08-18 09:00 2450PLN / 1533PLN
755351 Management and Team Development Łódź, ul. Tatrzańska 11 7 hours czw., 2016-08-18 09:00 2473PLN / 1622PLN
755322 Design Patterns Łódź, ul. Tatrzańska 11 14 hours czw., 2016-08-18 09:00 4235PLN / 2618PLN
755689 MS Excel - moduł Business Intelligence Łódź, ul. Tatrzańska 11 14 hours czw., 2016-08-18 09:00 1405PLN / 1003PLN
755674 Managing Accountancy in WOFE (Whole Own Foreign Enterprise) in China Łódź, ul. Tatrzańska 11 7 hours czw., 2016-08-18 09:00 178PLN / 232PLN
755856 Coaching Skills Łódź, ul. Tatrzańska 11 7 hours czw., 2016-08-18 09:00 2473PLN / 1622PLN
754489 Pozyskiwanie i konsolidacja wymagań, certyfikat IREB CPRE AL Łódź, ul. Tatrzańska 11 7 hours czw., 2016-08-18 09:00 1613PLN / 1140PLN
755200 Agile Project Management with Scrum Łódź, ul. Tatrzańska 11 14 hours czw., 2016-08-18 09:00 1755PLN / 1377PLN
755781 Balanced Scorecard Łódź, ul. Tatrzańska 11 14 hours czw., 2016-08-18 09:00 2068PLN / 1755PLN
755892 Introduction to Advertising Łódź, ul. Tatrzańska 11 7 hours czw., 2016-08-18 09:00 1065PLN / 660PLN
755763 High Impact Presentations Łódź, ul. Tatrzańska 11 7 hours czw., 2016-08-18 09:00 2510PLN / 1644PLN
755916 Business and IT System Agility using Standards Łódź, ul. Tatrzańska 11 7 hours czw., 2016-08-18 09:00 3190PLN / 1944PLN
755720 The Compliance and MLRO Refresher Programme Łódź, ul. Tatrzańska 11 7 hours czw., 2016-08-18 09:00 3028PLN / 2177PLN
755238 Personal Efficiency and Managing Meetings Łódź, ul. Tatrzańska 11 7 hours pt., 2016-08-19 09:00 2473PLN / 1622PLN
755097 Commercial Awareness Łódź, ul. Tatrzańska 11 7 hours pt., 2016-08-19 09:00 2510PLN / 1644PLN
793746 Zarządzanie wymaganiami w projektach Agile Łódź, ul. Tatrzańska 11 7 hours pt., 2016-08-19 09:00 1638PLN / 1149PLN
754668 Customer Relationship Management (CRM) Łódź, ul. Tatrzańska 11 7 hours pt., 2016-08-19 09:00 2510PLN / 1644PLN
793823 Introduction to Six Sigma Łódź, ul. Tatrzańska 11 7 hours pon., 2016-08-22 09:00 2510PLN / 1644PLN
793798 Change Management Łódź, ul. Tatrzańska 11 21 hours pon., 2016-08-22 09:00 6273PLN / 3896PLN
794009 Certified Agile Tester Łódź, ul. Tatrzańska 11 35 hours pon., 2016-08-22 09:00 3750PLN / 2667PLN
793932 Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals Łódź, ul. Tatrzańska 11 28 hours wt., 2016-08-23 09:00 8430PLN / 5226PLN
793809 ITIL®: Intermediate Capability Stream: Service Offerings & Agreements (SOA) Łódź, ul. Tatrzańska 11 28 hours wt., 2016-08-23 09:00 4888PLN / 3428PLN
793931 Management Skills for technical staff Łódź, ul. Tatrzańska 11 28 hours wt., 2016-08-23 09:00 8470PLN / 5259PLN
793871 SOA Design using TOGAF, BPM and SoaML Łódź, ul. Tatrzańska 11 21 hours śr., 2016-08-24 09:00 8993PLN / 4956PLN
793806 Scrum - Step by Step Łódź, ul. Tatrzańska 11 14 hours śr., 2016-08-24 09:00 2150PLN / 1508PLN
793751 Kanban Management Professional 1 Łódź, ul. Tatrzańska 11 16 hours czw., 2016-08-25 09:00 3525PLN / 2487PLN
793996 First time manager from supervisor to Manager Łódź, ul. Tatrzańska 11 28 hours pon., 2016-08-29 09:00 8430PLN / 5226PLN
793805 ITIL®: Intermediate Capability Stream: Release, Control & Validation (RC&V) Łódź, ul. Tatrzańska 11 28 hours pon., 2016-08-29 09:00 4888PLN / 3428PLN
793769 BPM Essentials Łódź, ul. Tatrzańska 11 21 hours pon., 2016-08-29 09:00 2650PLN / 1700PLN
793864 jBPM for Process Designers Łódź, ul. Tatrzańska 11 28 hours pon., 2016-08-29 09:00 5625PLN / 4002PLN
794075 Cloud, SaaS, IaaS - pratical overview of available options Łódź, ul. Tatrzańska 11 35 hours pon., 2016-08-29 09:00 39640PLN / 24706PLN
793856 Modelowanie procesów biznesowych z wykorzystaniem Activity Łódź, ul. Tatrzańska 11 21 hours wt., 2016-08-30 09:00 3125PLN / 2408PLN
793842 Business Analysis, BABOK V3.0 and IIBA Certification Preparation Łódź, ul. Tatrzańska 11 21 hours wt., 2016-08-30 09:00 4250PLN / 3338PLN
793766 Agile Retrospective Łódź, ul. Tatrzańska 11 14 hours wt., 2016-08-30 09:00 2175PLN / 1406PLN
793893 Agile Essentials Łódź, ul. Tatrzańska 11 14 hours wt., 2016-08-30 09:00 4390PLN / 2728PLN
793929 Introduction to Enterprise Architectures Łódź, ul. Tatrzańska 11 14 hours śr., 2016-08-31 09:00 6350PLN / 3636PLN
793731 Enterprise Architectures : Prepare your TOGAF 9.1 Certification Łódź, ul. Tatrzańska 11 21 hours śr., 2016-08-31 09:00 8788PLN / 4846PLN
793711 Finanse dla niefinansistów Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-01 09:00 2570PLN / 1589PLN
793777 Trac User and Administration Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-02 09:00 2510PLN / 1644PLN
793775 Managing Projects using Waterfall and Agile Techniques Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-05 09:00 1600PLN / 1300PLN
793797 Techniki coachingowe w pracy Scrum Mastera - warsztat praktyczny Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-05 09:00 1875PLN / 1356PLN
794329 ITIL® Foundation Certificate in IT Service Management Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-05 09:00 2650PLN / 2164PLN
794084 Managing Business Logic with Drools Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-05 09:00 4325PLN / 2801PLN
793804 Business Process Management Łódź, ul. Tatrzańska 11 35 hours pon., 2016-09-05 09:00 10740PLN / 6759PLN
793844 Zarządzanie wymaganiami Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-05 09:00 4298PLN / 2943PLN
793872 Building an Effective Scrum Team with Belbin Team Roles Łódź, ul. Tatrzańska 11 7 hours pon., 2016-09-05 09:00 2473PLN / 1622PLN
793992 UML Analysis and Design Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-05 09:00 6283PLN / 3899PLN
794147 Modelowanie procesów biznesowych z wykorzystaniem Activity dla Deweloperów Łódź, ul. Tatrzańska 11 28 hours wt., 2016-09-06 09:00 4968PLN / 3493PLN
793956 Starting Business in China Łódź, ul. Tatrzańska 11 21 hours wt., 2016-09-06 09:00 12565PLN / 8850PLN
794288 Retail and Commercial Banking Delivery Channel Masterclass Łódź, ul. Tatrzańska 11 21 hours wt., 2016-09-06 09:00 6283PLN / 3899PLN
793895 Agile Software Testing with Continuous Integration Łódź, ul. Tatrzańska 11 28 hours wt., 2016-09-06 09:00 3450PLN / 2327PLN
794167 Understanding Your Brand and Your Business Łódź, ul. Tatrzańska 11 21 hours wt., 2016-09-06 09:00 6273PLN / 3896PLN
793710 Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) Łódź, ul. Tatrzańska 11 14 hours śr., 2016-09-07 09:00 4250PLN / 2475PLN
793967 Drools Rules Administration Łódź, ul. Tatrzańska 11 21 hours śr., 2016-09-07 09:00 10168PLN / 6702PLN
806800 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Intermediate Łódź, ul. Tatrzańska 11 14 hours śr., 2016-09-07 09:00 2725PLN / 1918PLN
794112 ITIL®: Intermediate Lifecycle Stream: Service Operation (SO) Łódź, ul. Tatrzańska 11 21 hours śr., 2016-09-07 09:00 4613PLN / 3111PLN
793981 Analiza i projektowanie obiektowe za pomocą języka UML Łódź, ul. Tatrzańska 11 21 hours śr., 2016-09-07 09:00 2763PLN / 2055PLN
794066 Podstawy IREB CPRE Łódź, ul. Tatrzańska 11 7 hours śr., 2016-09-07 09:00 1613PLN / 1140PLN
793963 Artificial Intelligence Overview Łódź, ul. Tatrzańska 11 7 hours śr., 2016-09-07 09:00 1203PLN / 891PLN
793725 ITIL®: Intermediate Lifecycle Stream: Service Design (SD) Łódź, ul. Tatrzańska 11 21 hours śr., 2016-09-07 09:00 4363PLN / 3025PLN
793934 Psychologiczne aspekty zarządzania zespołem IT – psychologia zespołu Scrum agile Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-08 09:00 2800PLN / 1980PLN
794041 Assertiveness Łódź, ul. Tatrzańska 11 7 hours czw., 2016-09-08 09:00 2510PLN / 1644PLN
794010 Tunning serwerów aplikacyjnych JBoss7 i Jetty 8/9 Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-08 09:00 2050PLN / 1439PLN
794076 Analiza i projektowanie za pomocą języka SoaML Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-08 09:00 3560PLN / 2246PLN
794174 Agile w projektach zdalnych Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-08 09:00 2175PLN / 1406PLN
794006 Ubuntu Server Overview Łódź, ul. Tatrzańska 11 7 hours czw., 2016-09-08 09:00 873PLN / 627PLN
794089 Xcelsius Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-08 09:00 2503PLN / 1945PLN
794058 Planowanie strategiczne w praktyce Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-08 09:00 3500PLN / 2197PLN
794182 Modelowanie procesów biznesowych z wykorzystaniem UML i BPMN Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-12 09:00 2763PLN / 2078PLN
794231 Six Sigma Yellow Belt Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-12 09:00 6283PLN / 3899PLN
793966 Skuteczne pozyskiwanie i negocjowanie wymagań Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-12 09:00 2775PLN / 1935PLN
794135 Efficient Requirement Management using Agile Methods and Agile UML Modeling Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-12 09:00 8993PLN / 4956PLN
805904 Certyfikacja BPM przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Fundamental Łódź, ul. Tatrzańska 11 28 hours pon., 2016-09-12 09:00 4675PLN / 3527PLN
794361 Influencing and Avoiding Conflict Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-12 09:00 7630PLN / 4945PLN
805907 ITIL®: Intermediate: Managing Across the Lifecycle (MALC) Łódź, ul. Tatrzańska 11 35 hours pon., 2016-09-12 09:00 5738PLN / 3955PLN
805916 jBPM for Developers Łódź, ul. Tatrzańska 11 35 hours pon., 2016-09-12 09:00 6875PLN / 4753PLN
793781 Business Plan building with Business Motivation Model Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-12 09:00 2525PLN / 1633PLN
794175 Business Process Re-engineering for Competitive Advantage Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-12 09:00 6283PLN / 3899PLN
793763 Using The Internet As A Marketing Channel For Businesses Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-12 09:00 2550PLN / 2000PLN
794118 Strategic Management Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-12 09:00 6283PLN / 3899PLN
793886 Communicating and Influencing - For Managers and Team Leaders Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-12 09:00 4235PLN / 2618PLN
794002 Microsoft Project - podstawy zarządzania projektami Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-12 09:00 1235PLN / 978PLN
793852 BPMN 2.0 dla Analityków Biznesowych Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-12 09:00 3125PLN / 2426PLN
805905 ITIL®: Intermediate Lifecycle Stream: Continual Service Improvement (CSI) Łódź, ul. Tatrzańska 11 35 hours pon., 2016-09-12 09:00 5288PLN / 3690PLN
794107 Orchestrating services with BPEL Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-12 09:00 4475PLN / 2675PLN
794279 The Scrum Test Specialist Łódź, ul. Tatrzańska 11 7 hours wt., 2016-09-13 09:00 2473PLN / 1622PLN
807511 REQB Foundation - przygotowanie do egzaminu Łódź, ul. Tatrzańska 11 21 hours wt., 2016-09-13 09:00 7523PLN / 4615PLN
806389 Certyfikacja BPM - przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Business Intermediate Łódź, ul. Tatrzańska 11 21 hours wt., 2016-09-13 09:00 4913PLN / 3558PLN
794232 Organizacja i zarządzanie testowaniem Łódź, ul. Tatrzańska 11 14 hours wt., 2016-09-13 09:00 3325PLN / 2800PLN
793820 Agile Software Testing Łódź, ul. Tatrzańska 11 14 hours wt., 2016-09-13 09:00 1675PLN / 1338PLN
794019 Certyfikacja BPM - przygotowanie do egzaminu OCEB Business Advanced Łódź, ul. Tatrzańska 11 7 hours wt., 2016-09-13 09:00 1775PLN / 1270PLN
794202 Object Oriented Design using Design Patterns Łódź, ul. Tatrzańska 11 14 hours wt., 2016-09-13 09:00 6035PLN / 3321PLN
793821 SOA dla architektów i menadżerów Łódź, ul. Tatrzańska 11 14 hours wt., 2016-09-13 09:00 3500PLN / 2197PLN
794127 Testowanie w Agile Łódź, ul. Tatrzańska 11 7 hours wt., 2016-09-13 09:00 1638PLN / 1149PLN
805909 Leveraging Business Agility - TOGAF 9.1 and ArchiMate 2 in Practice Łódź, ul. Tatrzańska 11 14 hours śr., 2016-09-14 09:00 6035PLN / 3321PLN
794256 Corporate Governance Łódź, ul. Tatrzańska 11 7 hours śr., 2016-09-14 09:00 1400PLN / 1125PLN
794309 Scrum Product Owner Łódź, ul. Tatrzańska 11 7 hours śr., 2016-09-14 09:00 1088PLN / 913PLN
805886 Introduction to Management Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-15 09:00 4310PLN / 2662PLN
805910 BPM for Managers and Analysts Overview Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-15 09:00 2973PLN / 2123PLN
805874 Podstawy inżynierii wymagań i analizy Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-15 09:00 2750PLN / 1927PLN
806823 Presenting with Confidence Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-19 09:00 6273PLN / 3896PLN
806836 Service-Oriented Architecture: Strategy, Technology and Methodology Łódź, ul. Tatrzańska 11 35 hours pon., 2016-09-19 09:00 4100PLN / 3050PLN
806934 Programowanie Aplikacji Webowych z Java EE 6 / 7 Łódź, ul. Tatrzańska 11 28 hours pon., 2016-09-19 09:00 3450PLN / 2431PLN
806850 Zwinne zarządzanie projektami za pomocą Kanban Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-19 09:00 1963PLN / 1725PLN
805860 Scrum for Managers and Executives Łódź, ul. Tatrzańska 11 7 hours pon., 2016-09-19 09:00 2045PLN / 1362PLN
805918 Międzynarodowe Standardy Rachunkowości Łódź, ul. Tatrzańska 11 7 hours pon., 2016-09-19 09:00 1598PLN / 962PLN
806817 WebServices with SOAP and WSDL Basics Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-19 09:00 3500PLN / 2197PLN
806898 People and Team Management Łódź, ul. Tatrzańska 11 21 hours wt., 2016-09-20 09:00 6273PLN / 3896PLN
806838 Prototypowanie interaktywnych makiet - Axure Łódź, ul. Tatrzańska 11 14 hours wt., 2016-09-20 09:00 2125PLN / 1344PLN
806835 ITIL®: Intermediate Capability Stream: Planning Protection & Optimization (PP&O) Łódź, ul. Tatrzańska 11 28 hours wt., 2016-09-20 09:00 4888PLN / 3428PLN
806809 Business Analysis Łódź, ul. Tatrzańska 11 21 hours wt., 2016-09-20 09:00 3325PLN / 2025PLN
806867 Train-the-Trainer Łódź, ul. Tatrzańska 11 21 hours śr., 2016-09-21 09:00 6573PLN / 4196PLN
806933 ITIL®: Intermediate Lifecycle Stream: Service Transition (ST) Łódź, ul. Tatrzańska 11 21 hours śr., 2016-09-21 09:00 4363PLN / 3025PLN
806909 Modelowanie wymagań – przegląd metod Łódź, ul. Tatrzańska 11 14 hours śr., 2016-09-21 09:00 3175PLN / 2725PLN
806803 Prognozowanie Rynku Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-22 09:00 2950PLN / 2175PLN
806942 Organisational Behaviour Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-22 09:00 4310PLN / 2662PLN
806956 Business Modeling for an Agile Enterprise Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-22 09:00 6035PLN / 3321PLN
806856 Zarządzanie Procesami Biznesowymi z wykorzystaniem ProcessMaker Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-22 09:00 4348PLN / 3041PLN
806899 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Advanced Łódź, ul. Tatrzańska 11 7 hours czw., 2016-09-22 09:00 1775PLN / 1270PLN
806874 Handling Conflict with Confidence Łódź, ul. Tatrzańska 11 14 hours czw., 2016-09-22 09:00 4235PLN / 2618PLN
806945 The Compliance and MLRO Refresher Programme Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 3028PLN / 2177PLN
806805 An Introduction to the Scrum Team Role Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 2473PLN / 1622PLN
806924 Zarządzanie regułami biznesowymi (BRMS) z Drools Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 2450PLN / 1533PLN
806965 Management and Team Development Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 2473PLN / 1622PLN
806906 Managing Accountancy in WOFE (Whole Own Foreign Enterprise) in China Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 178PLN / 232PLN
806841 Coaching Skills Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 2473PLN / 1622PLN
806837 Pozyskiwanie i konsolidacja wymagań, certyfikat IREB CPRE AL Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 1613PLN / 1140PLN
806921 Mentoring and Coaching Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 2510PLN / 1644PLN
806941 Equality and Diversity Masterclass Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 2510PLN / 1644PLN
806907 B2B Brand Management Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 1165PLN / 835PLN
806870 Introduction to Advertising Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 1065PLN / 660PLN
806879 Agile TDD Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 1275PLN / 1063PLN
806902 High Impact Presentations Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 2510PLN / 1644PLN
806946 Business and IT System Agility using Standards Łódź, ul. Tatrzańska 11 7 hours pt., 2016-09-23 09:00 3190PLN / 1944PLN
807624 Analiza biznesowa i systemowa z użyciem notacji UML - warsztat praktyczny dla PO w metodyce Scrum Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-26 09:00 3375PLN / 2246PLN
807569 Techniki coachingowe w pracy Scrum Mastera / Lidera Projektu Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-26 09:00 2175PLN / 1406PLN
807618 ITIL®: Intermediate Capability Stream: Operational Support & Analysis (OS&A) Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-26 09:00 4363PLN / 3025PLN
807550 Applying SysML with MAGICDRAW Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-26 09:00 7143PLN / 4395PLN
807608 Commercial Awareness Łódź, ul. Tatrzańska 11 7 hours pon., 2016-09-26 09:00 2510PLN / 1644PLN
807546 Communicating and Influencing For Team Members Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-26 09:00 4235PLN / 2618PLN
807642 Wprowadzenie do Domain Driven Design Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-26 09:00 3860PLN / 2405PLN
807578 Introduction to Lean Six Sigma Training Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-26 09:00 6385PLN / 3962PLN
807622 Introduction to Business Analysis: Defining Successful Projects Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-26 09:00 6283PLN / 3899PLN
807508 Introduction to Lean Six Sigma green belt Łódź, ul. Tatrzańska 11 21 hours pon., 2016-09-26 09:00 6385PLN / 3962PLN
807580 REST API - wzorzec wymiany informacji między serwisami Łódź, ul. Tatrzańska 11 14 hours pon., 2016-09-26 09:00 2050PLN / 1446PLN
807517 WebServices Basics for Non-Programmers Łódź, ul. Tatrzańska 11 14 hours wt., 2016-09-27 09:00 1200PLN / 988PLN
807625 ITIL®: Intermediate Lifecycle Stream: Service Strategy (SS) Łódź, ul. Tatrzańska 11 21 hours wt., 2016-09-27 09:00 4363PLN / 3025PLN
807591 Design Patterns Łódź, ul. Tatrzańska 11 14 hours wt., 2016-09-27 09:00 4235PLN / 2618PLN
807638 MS Excel - moduł Business Intelligence Łódź, ul. Tatrzańska 11 14 hours wt., 2016-09-27 09:00 1405PLN / 1003PLN
807509 Agile Project Management with Scrum Łódź, ul. Tatrzańska 11 14 hours wt., 2016-09-27 09:00 1755PLN / 1377PLN
807547 Balanced Scorecard Łódź, ul. Tatrzańska 11 14 hours wt., 2016-09-27 09:00 2068PLN / 1755PLN
807620 WildFly Application Server Administration Łódź, ul. Tatrzańska 11 14 hours śr., 2016-09-28 09:00 2853PLN / 1778PLN
807588 Zarządzanie wymaganiami w projektach Agile Łódź, ul. Tatrzańska 11 7 hours śr., 2016-09-28 09:00 1638PLN / 1149PLN
807561 Bezstresowe zarządzanie sobą w czasie - jak mieć zawsze określone cele i być efektywnym w ich realizacji. Łódź, ul. Tatrzańska 11 14 hours śr., 2016-09-28 09:00 1075PLN / 777PLN
807548 Introduction to Six Sigma Łódź, ul. Tatrzańska 11 7 hours czw., 2016-09-29 09:00 2510PLN / 1644PLN
807575 Personal Efficiency and Managing Meetings Łódź, ul. Tatrzańska 11 7 hours czw., 2016-09-29 09:00 2473PLN / 1622PLN
807506 Customer Relationship Management (CRM) Łódź, ul. Tatrzańska 11 7 hours czw., 2016-09-29 09:00 2510PLN / 1644PLN
808798 Management Skills for technical staff Łódź, ul. Tatrzańska 11 28 hours pon., 2016-10-03 09:00 8470PLN / 5259PLN
808829 Change Management Łódź, ul. Tatrzańska 11 21 hours pon., 2016-10-03 09:00 6273PLN / 3896PLN
808257 Kanban Management Professional 1 Łódź, ul. Tatrzańska 11 16 hours pon., 2016-10-03 09:00 3525PLN / 2487PLN
808834 ITIL®: Intermediate Capability Stream: Service Offerings & Agreements (SOA) Łódź, ul. Tatrzańska 11 28 hours pon., 2016-10-03 09:00 4888PLN / 3428PLN
808263 Scrum - Step by Step Łódź, ul. Tatrzańska 11 14 hours pon., 2016-10-03 09:00 2150PLN / 1508PLN
808803 Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals Łódź, ul. Tatrzańska 11 28 hours wt., 2016-10-04 09:00 8430PLN / 5226PLN
808860 SOA Design using TOGAF, BPM and SoaML Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-04 09:00 8993PLN / 4956PLN
808811 Agile Retrospective Łódź, ul. Tatrzańska 11 14 hours czw., 2016-10-06 09:00 2175PLN / 1406PLN
808850 Agile Essentials Łódź, ul. Tatrzańska 11 14 hours czw., 2016-10-06 09:00 4390PLN / 2728PLN
809612 First time manager from supervisor to Manager Łódź, ul. Tatrzańska 11 28 hours pon., 2016-10-10 09:00 8430PLN / 5226PLN
809621 ITIL®: Intermediate Capability Stream: Release, Control & Validation (RC&V) Łódź, ul. Tatrzańska 11 28 hours pon., 2016-10-10 09:00 4888PLN / 3428PLN
809611 BPM Essentials Łódź, ul. Tatrzańska 11 21 hours pon., 2016-10-10 09:00 2650PLN / 1700PLN
809584 Finanse dla niefinansistów Łódź, ul. Tatrzańska 11 14 hours pon., 2016-10-10 09:00 2570PLN / 1589PLN
809599 Certified Agile Tester Łódź, ul. Tatrzańska 11 35 hours pon., 2016-10-10 09:00 3750PLN / 2667PLN
809662 jBPM for Process Designers Łódź, ul. Tatrzańska 11 28 hours pon., 2016-10-10 09:00 5625PLN / 4002PLN
809604 Enterprise Architectures : Prepare your TOGAF 9.1 Certification Łódź, ul. Tatrzańska 11 21 hours pon., 2016-10-10 09:00 8788PLN / 4846PLN
832786 Cloud, SaaS, IaaS - pratical overview of available options Łódź, ul. Tatrzańska 11 35 hours pon., 2016-10-10 09:00 39640PLN / 24706PLN
809618 Modelowanie procesów biznesowych z wykorzystaniem Activity Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-11 09:00 3125PLN / 2408PLN
809647 Building an Effective Scrum Team with Belbin Team Roles Łódź, ul. Tatrzańska 11 7 hours śr., 2016-10-12 09:00 2473PLN / 1622PLN
809589 Trac User and Administration Łódź, ul. Tatrzańska 11 7 hours śr., 2016-10-12 09:00 2510PLN / 1644PLN
809603 Business Analysis, BABOK V3.0 and IIBA Certification Preparation Łódź, ul. Tatrzańska 11 21 hours śr., 2016-10-12 09:00 4250PLN / 3338PLN
809609 Introduction to Enterprise Architectures Łódź, ul. Tatrzańska 11 14 hours czw., 2016-10-13 09:00 6350PLN / 3636PLN
809645 Podstawy IREB CPRE Łódź, ul. Tatrzańska 11 7 hours czw., 2016-10-13 09:00 1613PLN / 1140PLN
809601 Artificial Intelligence Overview Łódź, ul. Tatrzańska 11 7 hours pt., 2016-10-14 09:00 1203PLN / 891PLN
834734 UML Analysis and Design Łódź, ul. Tatrzańska 11 21 hours pon., 2016-10-17 09:00 6283PLN / 3899PLN
835262 ITIL® Foundation Certificate in IT Service Management Łódź, ul. Tatrzańska 11 21 hours pon., 2016-10-17 09:00 2650PLN / 2164PLN
834754 Analiza i projektowanie za pomocą języka SoaML Łódź, ul. Tatrzańska 11 14 hours pon., 2016-10-17 09:00 3560PLN / 2246PLN
851762 Apache Maven Łódź, ul. Tatrzańska 11 21 hours pon., 2016-10-17 09:00 5010PLN / 2301PLN
835322 Zarządzanie wymaganiami Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-18 09:00 4298PLN / 2943PLN
832838 ITIL®: Intermediate Lifecycle Stream: Service Design (SD) Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-18 09:00 4363PLN / 3025PLN
834810 Modelowanie procesów biznesowych z wykorzystaniem Activity dla Deweloperów Łódź, ul. Tatrzańska 11 28 hours wt., 2016-10-18 09:00 4968PLN / 3493PLN
835066 Managing Business Logic with Drools Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-18 09:00 4325PLN / 2801PLN
810386 Planowanie strategiczne w praktyce Łódź, ul. Tatrzańska 11 14 hours wt., 2016-10-18 09:00 3500PLN / 2197PLN
834822 Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) Łódź, ul. Tatrzańska 11 14 hours śr., 2016-10-19 09:00 4250PLN / 2475PLN
834866 Modelowanie procesów biznesowych z wykorzystaniem UML i BPMN Łódź, ul. Tatrzańska 11 14 hours śr., 2016-10-19 09:00 2763PLN / 2078PLN
832726 Managing Projects using Waterfall and Agile Techniques Łódź, ul. Tatrzańska 11 14 hours śr., 2016-10-19 09:00 1600PLN / 1300PLN
832766 Starting Business in China Łódź, ul. Tatrzańska 11 21 hours śr., 2016-10-19 09:00 12565PLN / 8850PLN
835334 Agile w projektach zdalnych Łódź, ul. Tatrzańska 11 14 hours śr., 2016-10-19 09:00 2175PLN / 1406PLN
834882 Using The Internet As A Marketing Channel For Businesses Łódź, ul. Tatrzańska 11 14 hours śr., 2016-10-19 09:00 2550PLN / 2000PLN
832714 Tunning serwerów aplikacyjnych JBoss7 i Jetty 8/9 Łódź, ul. Tatrzańska 11 14 hours czw., 2016-10-20 09:00 2050PLN / 1439PLN
832770 Scrum Product Owner Łódź, ul. Tatrzańska 11 7 hours czw., 2016-10-20 09:00 1088PLN / 913PLN
835242 Communicating and Influencing - For Managers and Team Leaders Łódź, ul. Tatrzańska 11 14 hours czw., 2016-10-20 09:00 4235PLN / 2618PLN
834610 Microsoft Project - podstawy zarządzania projektami Łódź, ul. Tatrzańska 11 14 hours czw., 2016-10-20 09:00 1235PLN / 978PLN
835338 Psychologiczne aspekty zarządzania zespołem IT – psychologia zespołu Scrum agile Łódź, ul. Tatrzańska 11 14 hours pon., 2016-10-24 09:00 2800PLN / 1980PLN
839578 Six Sigma Yellow Belt Łódź, ul. Tatrzańska 11 21 hours pon., 2016-10-24 09:00 6283PLN / 3899PLN
840006 Certyfikacja BPM przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Fundamental Łódź, ul. Tatrzańska 11 28 hours pon., 2016-10-24 09:00 4675PLN / 3527PLN
839846 Influencing and Avoiding Conflict Łódź, ul. Tatrzańska 11 21 hours pon., 2016-10-24 09:00 7630PLN / 4945PLN
834874 ITIL®: Intermediate: Managing Across the Lifecycle (MALC) Łódź, ul. Tatrzańska 11 35 hours pon., 2016-10-24 09:00 5738PLN / 3955PLN
834666 Corporate Governance Łódź, ul. Tatrzańska 11 7 hours pon., 2016-10-24 09:00 1400PLN / 1125PLN
840350 jBPM for Developers Łódź, ul. Tatrzańska 11 35 hours pon., 2016-10-24 09:00 6875PLN / 4753PLN
835218 Agile Software Testing Łódź, ul. Tatrzańska 11 14 hours pon., 2016-10-24 09:00 1675PLN / 1338PLN
832730 Certyfikacja BPM - przygotowanie do egzaminu OCEB Business Advanced Łódź, ul. Tatrzańska 11 7 hours pon., 2016-10-24 09:00 1775PLN / 1270PLN
835270 Analiza i projektowanie obiektowe za pomocą języka UML Łódź, ul. Tatrzańska 11 21 hours pon., 2016-10-24 09:00 2763PLN / 2055PLN
835074 Xcelsius Łódź, ul. Tatrzańska 11 14 hours pon., 2016-10-24 09:00 2503PLN / 1945PLN
834894 BPM for Managers and Analysts Overview Łódź, ul. Tatrzańska 11 14 hours pon., 2016-10-24 09:00 2973PLN / 2123PLN
835206 ITIL®: Intermediate Lifecycle Stream: Continual Service Improvement (CSI) Łódź, ul. Tatrzańska 11 35 hours pon., 2016-10-24 09:00 5288PLN / 3690PLN
839966 Business Process Management Łódź, ul. Tatrzańska 11 35 hours pon., 2016-10-24 09:00 10740PLN / 6759PLN
839998 Podstawy inżynierii wymagań i analizy Łódź, ul. Tatrzańska 11 14 hours wt., 2016-10-25 09:00 2750PLN / 1927PLN
839642 Leveraging Business Agility - TOGAF 9.1 and ArchiMate 2 in Practice Łódź, ul. Tatrzańska 11 14 hours wt., 2016-10-25 09:00 6035PLN / 3321PLN
834846 Efficient Requirement Management using Agile Methods and Agile UML Modeling Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-25 09:00 8993PLN / 4956PLN
835046 REQB Foundation - przygotowanie do egzaminu Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-25 09:00 7523PLN / 4615PLN
835318 Drools Rules Administration Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-25 09:00 10168PLN / 6702PLN
835362 Business Plan building with Business Motivation Model Łódź, ul. Tatrzańska 11 14 hours wt., 2016-10-25 09:00 2525PLN / 1633PLN
835078 Retail and Commercial Banking Delivery Channel Masterclass Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-25 09:00 6283PLN / 3899PLN
834730 Organizacja i zarządzanie testowaniem Łódź, ul. Tatrzańska 11 14 hours wt., 2016-10-25 09:00 3325PLN / 2800PLN
834806 Agile Software Testing with Continuous Integration Łódź, ul. Tatrzańska 11 28 hours wt., 2016-10-25 09:00 3450PLN / 2327PLN
835350 Business Process Re-engineering for Competitive Advantage Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-25 09:00 6283PLN / 3899PLN
834922 ITIL®: Intermediate Lifecycle Stream: Service Operation (SO) Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-25 09:00 4613PLN / 3111PLN
834618 Object Oriented Design using Design Patterns Łódź, ul. Tatrzańska 11 14 hours wt., 2016-10-25 09:00 6035PLN / 3321PLN
839838 Strategic Management Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-25 09:00 6283PLN / 3899PLN
835018 SOA dla architektów i menadżerów Łódź, ul. Tatrzańska 11 14 hours wt., 2016-10-25 09:00 3500PLN / 2197PLN
835010 BPMN 2.0 dla Analityków Biznesowych Łódź, ul. Tatrzańska 11 21 hours wt., 2016-10-25 09:00 3125PLN / 2426PLN
834642 Orchestrating services with BPEL Łódź, ul. Tatrzańska 11 21 hours śr., 2016-10-26 09:00 4475PLN / 2675PLN
839730 Techniki coachingowe w pracy Scrum Mastera - warsztat praktyczny Łódź, ul. Tatrzańska 11 21 hours śr., 2016-10-26 09:00 1875PLN / 1356PLN
834902 Scrum for Managers and Executives Łódź, ul. Tatrzańska 11 7 hours śr., 2016-10-26 09:00 2045PLN / 1362PLN
834790 Międzynarodowe Standardy Rachunkowości Łódź, ul. Tatrzańska 11 7 hours śr., 2016-10-26 09:00 1598PLN / 962PLN
834838 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Intermediate Łódź, ul. Tatrzańska 11 14 hours śr., 2016-10-26 09:00 2725PLN / 1918PLN
835034 Understanding Your Brand and Your Business Łódź, ul. Tatrzańska 11 21 hours śr., 2016-10-26 09:00 6273PLN / 3896PLN
834570 Ubuntu Server Overview Łódź, ul. Tatrzańska 11 7 hours śr., 2016-10-26 09:00 873PLN / 627PLN
834794 Assertiveness Łódź, ul. Tatrzańska 11 7 hours czw., 2016-10-27 09:00 2510PLN / 1644PLN
835042 Skuteczne pozyskiwanie i negocjowanie wymagań Łódź, ul. Tatrzańska 11 14 hours czw., 2016-10-27 09:00 2775PLN / 1935PLN
834678 The Scrum Test Specialist Łódź, ul. Tatrzańska 11 7 hours czw., 2016-10-27 09:00 2473PLN / 1622PLN
839930 WebServices with SOAP and WSDL Basics Łódź, ul. Tatrzańska 11 14 hours czw., 2016-10-27 09:00 3500PLN / 2197PLN
839710 Introduction to Management Łódź, ul. Tatrzańska 11 14 hours czw., 2016-10-27 09:00 4310PLN / 2662PLN
834698 Testowanie w Agile Łódź, ul. Tatrzańska 11 7 hours pt., 2016-10-28 09:00 1638PLN / 1149PLN
839970 High Impact Presentations Łódź, ul. Tatrzańska 11 7 hours pon., 2016-10-31 09:00 2510PLN / 1644PLN
839986 Business and IT System Agility using Standards Łódź, ul. Tatrzańska 11 7 hours pon., 2016-10-31 09:00 3190PLN / 1944PLN
839834 Management and Team Development Łódź, ul. Tatrzańska 11 7 hours pon., 2016-10-31 09:00 2473PLN / 1622PLN
840326 Coaching Skills Łódź, ul. Tatrzańska 11 7 hours pon., 2016-10-31 09:00 2473PLN / 1622PLN
839646 Mentoring and Coaching Łódź, ul. Tatrzańska 11 7 hours pon., 2016-10-31 09:00 2510PLN / 1644PLN
840234 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Advanced Łódź, ul. Tatrzańska 11 7 hours pon., 2016-10-31 09:00 1775PLN / 1270PLN
840142 Handling Conflict with Confidence Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-02 09:00 4235PLN / 2618PLN
852346 Business Analysis Łódź, ul. Tatrzańska 11 21 hours śr., 2016-11-02 09:00 3325PLN / 2025PLN
852502 Presenting with Confidence Łódź, ul. Tatrzańska 11 21 hours śr., 2016-11-02 09:00 6273PLN / 3896PLN
839962 The Compliance and MLRO Refresher Programme Łódź, ul. Tatrzańska 11 7 hours śr., 2016-11-02 09:00 3028PLN / 2177PLN
839918 An Introduction to the Scrum Team Role Łódź, ul. Tatrzańska 11 7 hours śr., 2016-11-02 09:00 2473PLN / 1622PLN
852342 Train-the-Trainer Łódź, ul. Tatrzańska 11 21 hours śr., 2016-11-02 09:00 6573PLN / 4196PLN
852474 ITIL®: Intermediate Lifecycle Stream: Service Transition (ST) Łódź, ul. Tatrzańska 11 21 hours śr., 2016-11-02 09:00 4363PLN / 3025PLN
840338 Techniki coachingowe w pracy Scrum Mastera / Lidera Projektu Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-02 09:00 2175PLN / 1406PLN
839614 Managing Accountancy in WOFE (Whole Own Foreign Enterprise) in China Łódź, ul. Tatrzańska 11 7 hours śr., 2016-11-02 09:00 178PLN / 232PLN
839574 Prognozowanie Rynku Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-02 09:00 2950PLN / 2175PLN
839974 Zwinne zarządzanie projektami za pomocą Kanban Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-02 09:00 1963PLN / 1725PLN
839854 Organisational Behaviour Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-02 09:00 4310PLN / 2662PLN
806393 Certyfikacja BPM - przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Business Intermediate Łódź, ul. Tatrzańska 11 21 hours śr., 2016-11-02 09:00 4913PLN / 3558PLN
840042 Business Modeling for an Agile Enterprise Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-02 09:00 6035PLN / 3321PLN
839706 Equality and Diversity Masterclass Łódź, ul. Tatrzańska 11 7 hours śr., 2016-11-02 09:00 2510PLN / 1644PLN
839742 Commercial Awareness Łódź, ul. Tatrzańska 11 7 hours śr., 2016-11-02 09:00 2510PLN / 1644PLN
852310 People and Team Management Łódź, ul. Tatrzańska 11 21 hours śr., 2016-11-02 09:00 6273PLN / 3896PLN
839746 Prototypowanie interaktywnych makiet - Axure Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-02 09:00 2125PLN / 1344PLN
840058 Communicating and Influencing For Team Members Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-02 09:00 4235PLN / 2618PLN
840098 Modelowanie wymagań – przegląd metod Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-02 09:00 3175PLN / 2725PLN
840214 B2B Brand Management Łódź, ul. Tatrzańska 11 7 hours śr., 2016-11-02 09:00 1165PLN / 835PLN
839766 Introduction to Advertising Łódź, ul. Tatrzańska 11 7 hours śr., 2016-11-02 09:00 1065PLN / 660PLN
839858 Wprowadzenie do Domain Driven Design Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-02 09:00 3860PLN / 2405PLN
840146 Zarządzanie Procesami Biznesowymi z wykorzystaniem ProcessMaker Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-02 09:00 4348PLN / 3041PLN
840342 REST API - wzorzec wymiany informacji między serwisami Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-02 09:00 2050PLN / 1446PLN
852258 WebServices Basics for Non-Programmers Łódź, ul. Tatrzańska 11 14 hours czw., 2016-11-03 09:00 1200PLN / 988PLN
839638 Zarządzanie regułami biznesowymi (BRMS) z Drools Łódź, ul. Tatrzańska 11 7 hours czw., 2016-11-03 09:00 2450PLN / 1533PLN
852486 Design Patterns Łódź, ul. Tatrzańska 11 14 hours czw., 2016-11-03 09:00 4235PLN / 2618PLN
852570 MS Excel - moduł Business Intelligence Łódź, ul. Tatrzańska 11 14 hours czw., 2016-11-03 09:00 1405PLN / 1003PLN
839634 Pozyskiwanie i konsolidacja wymagań, certyfikat IREB CPRE AL Łódź, ul. Tatrzańska 11 7 hours czw., 2016-11-03 09:00 1613PLN / 1140PLN
852518 Agile Project Management with Scrum Łódź, ul. Tatrzańska 11 14 hours czw., 2016-11-03 09:00 1755PLN / 1377PLN
839906 Agile TDD Łódź, ul. Tatrzańska 11 7 hours czw., 2016-11-03 09:00 1275PLN / 1063PLN
840362 Zarządzanie wymaganiami w projektach Agile Łódź, ul. Tatrzańska 11 7 hours czw., 2016-11-03 09:00 1638PLN / 1149PLN
852202 Customer Relationship Management (CRM) Łódź, ul. Tatrzańska 11 7 hours pon., 2016-11-07 09:00 2510PLN / 1644PLN
852262 Bezstresowe zarządzanie sobą w czasie - jak mieć zawsze określone cele i być efektywnym w ich realizacji. Łódź, ul. Tatrzańska 11 14 hours pon., 2016-11-07 09:00 1075PLN / 777PLN
868734 Analiza biznesowa i systemowa z użyciem notacji UML - warsztat praktyczny dla PO w metodyce Scrum Łódź, ul. Tatrzańska 11 21 hours pon., 2016-11-07 09:00 3375PLN / 2246PLN
868530 ITIL®: Intermediate Lifecycle Stream: Service Strategy (SS) Łódź, ul. Tatrzańska 11 21 hours pon., 2016-11-07 09:00 4363PLN / 3025PLN
868662 Programowanie Aplikacji Webowych z Java EE 6 / 7 Łódź, ul. Tatrzańska 11 28 hours pon., 2016-11-07 09:00 3450PLN / 2431PLN
852534 Personal Efficiency and Managing Meetings Łódź, ul. Tatrzańska 11 7 hours pon., 2016-11-07 09:00 2473PLN / 1622PLN
852606 WildFly Application Server Administration Łódź, ul. Tatrzańska 11 14 hours pon., 2016-11-07 09:00 2853PLN / 1778PLN
851738 Balanced Scorecard Łódź, ul. Tatrzańska 11 14 hours pon., 2016-11-07 09:00 2068PLN / 1755PLN
868582 ITIL®: Intermediate Capability Stream: Planning Protection & Optimization (PP&O) Łódź, ul. Tatrzańska 11 28 hours pon., 2016-11-07 09:00 4888PLN / 3428PLN
868786 Introduction to Lean Six Sigma Training Łódź, ul. Tatrzańska 11 21 hours pon., 2016-11-07 09:00 6385PLN / 3962PLN
851818 Introduction to Six Sigma Łódź, ul. Tatrzańska 11 7 hours wt., 2016-11-08 09:00 2510PLN / 1644PLN
868630 ITIL®: Intermediate Capability Stream: Operational Support & Analysis (OS&A) Łódź, ul. Tatrzańska 11 21 hours wt., 2016-11-08 09:00 4363PLN / 3025PLN
868646 Applying SysML with MAGICDRAW Łódź, ul. Tatrzańska 11 21 hours wt., 2016-11-08 09:00 7143PLN / 4395PLN
868510 Introduction to Business Analysis: Defining Successful Projects Łódź, ul. Tatrzańska 11 21 hours wt., 2016-11-08 09:00 6283PLN / 3899PLN
868682 Introduction to Lean Six Sigma green belt Łódź, ul. Tatrzańska 11 21 hours wt., 2016-11-08 09:00 6385PLN / 3962PLN
868554 Kanban Management Professional 1 Łódź, ul. Tatrzańska 11 16 hours śr., 2016-11-09 09:00 3525PLN / 2487PLN
868610 Scrum - Step by Step Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-09 09:00 2150PLN / 1508PLN
874350 Service-Oriented Architecture: Strategy, Technology and Methodology Łódź, ul. Tatrzańska 11 35 hours pon., 2016-11-14 09:00 4100PLN / 3050PLN
874274 ITIL®: Intermediate Capability Stream: Service Offerings & Agreements (SOA) Łódź, ul. Tatrzańska 11 28 hours pon., 2016-11-14 09:00 4888PLN / 3428PLN
874314 Management Skills for technical staff Łódź, ul. Tatrzańska 11 28 hours wt., 2016-11-15 09:00 8470PLN / 5259PLN
874222 Change Management Łódź, ul. Tatrzańska 11 21 hours wt., 2016-11-15 09:00 6273PLN / 3896PLN
874406 Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals Łódź, ul. Tatrzańska 11 28 hours wt., 2016-11-15 09:00 8430PLN / 5226PLN
874358 Agile Retrospective Łódź, ul. Tatrzańska 11 14 hours wt., 2016-11-15 09:00 2175PLN / 1406PLN
874346 SOA Design using TOGAF, BPM and SoaML Łódź, ul. Tatrzańska 11 21 hours śr., 2016-11-16 09:00 8993PLN / 4956PLN
874362 Finanse dla niefinansistów Łódź, ul. Tatrzańska 11 14 hours czw., 2016-11-17 09:00 2570PLN / 1589PLN
874386 Agile Essentials Łódź, ul. Tatrzańska 11 14 hours czw., 2016-11-17 09:00 4390PLN / 2728PLN
874166 Building an Effective Scrum Team with Belbin Team Roles Łódź, ul. Tatrzańska 11 7 hours pt., 2016-11-18 09:00 2473PLN / 1622PLN
874138 Trac User and Administration Łódź, ul. Tatrzańska 11 7 hours pt., 2016-11-18 09:00 2510PLN / 1644PLN
874330 Podstawy IREB CPRE Łódź, ul. Tatrzańska 11 7 hours pt., 2016-11-18 09:00 1613PLN / 1140PLN
886838 First time manager from supervisor to Manager Łódź, ul. Tatrzańska 11 28 hours pon., 2016-11-21 09:00 8430PLN / 5226PLN
877814 Introduction to Enterprise Architectures Łódź, ul. Tatrzańska 11 14 hours pon., 2016-11-21 09:00 6350PLN / 3636PLN
877846 Modelowanie procesów biznesowych z wykorzystaniem Activity Łódź, ul. Tatrzańska 11 21 hours pon., 2016-11-21 09:00 3125PLN / 2408PLN
883778 BPM Essentials Łódź, ul. Tatrzańska 11 21 hours pon., 2016-11-21 09:00 2650PLN / 1700PLN
883846 Business Analysis, BABOK V3.0 and IIBA Certification Preparation Łódź, ul. Tatrzańska 11 21 hours pon., 2016-11-21 09:00 4250PLN / 3338PLN
892129 Certified Agile Tester Łódź, ul. Tatrzańska 11 35 hours pon., 2016-11-21 09:00 3750PLN / 2667PLN
877766 Enterprise Architectures : Prepare your TOGAF 9.1 Certification Łódź, ul. Tatrzańska 11 21 hours pon., 2016-11-21 09:00 8788PLN / 4846PLN
883886 ITIL®: Intermediate Capability Stream: Release, Control & Validation (RC&V) Łódź, ul. Tatrzańska 11 28 hours wt., 2016-11-22 09:00 4888PLN / 3428PLN
877726 Artificial Intelligence Overview Łódź, ul. Tatrzańska 11 7 hours śr., 2016-11-23 09:00 1203PLN / 891PLN
883750 Planowanie strategiczne w praktyce Łódź, ul. Tatrzańska 11 14 hours czw., 2016-11-24 09:00 3500PLN / 2197PLN
891889 ITIL®: Intermediate Lifecycle Stream: Service Design (SD) Łódź, ul. Tatrzańska 11 21 hours pon., 2016-11-28 09:00 4363PLN / 3025PLN
892565 Apache Maven Łódź, ul. Tatrzańska 11 21 hours pon., 2016-11-28 09:00 5010PLN / 2301PLN
887006 Modelowanie procesów biznesowych z wykorzystaniem Activity dla Deweloperów Łódź, ul. Tatrzańska 11 28 hours pon., 2016-11-28 09:00 4968PLN / 3493PLN
886810 Starting Business in China Łódź, ul. Tatrzańska 11 21 hours pon., 2016-11-28 09:00 12565PLN / 8850PLN
892309 ITIL® Foundation Certificate in IT Service Management Łódź, ul. Tatrzańska 11 21 hours pon., 2016-11-28 09:00 2650PLN / 2164PLN
883794 Scrum Product Owner Łódź, ul. Tatrzańska 11 7 hours pon., 2016-11-28 09:00 1088PLN / 913PLN
887146 Communicating and Influencing - For Managers and Team Leaders Łódź, ul. Tatrzańska 11 14 hours pon., 2016-11-28 09:00 4235PLN / 2618PLN
887042 Microsoft Project - podstawy zarządzania projektami Łódź, ul. Tatrzańska 11 14 hours pon., 2016-11-28 09:00 1235PLN / 978PLN
886822 Cloud, SaaS, IaaS - pratical overview of available options Łódź, ul. Tatrzańska 11 35 hours pon., 2016-11-28 09:00 39640PLN / 24706PLN
886982 Zarządzanie wymaganiami Łódź, ul. Tatrzańska 11 21 hours wt., 2016-11-29 09:00 4298PLN / 2943PLN
886802 Corporate Governance Łódź, ul. Tatrzańska 11 7 hours wt., 2016-11-29 09:00 1400PLN / 1125PLN
891781 Analiza i projektowanie za pomocą języka SoaML Łódź, ul. Tatrzańska 11 14 hours wt., 2016-11-29 09:00 3560PLN / 2246PLN
886998 Agile w projektach zdalnych Łódź, ul. Tatrzańska 11 14 hours wt., 2016-11-29 09:00 2175PLN / 1406PLN
892353 Certyfikacja BPM - przygotowanie do egzaminu OCEB Business Advanced Łódź, ul. Tatrzańska 11 7 hours wt., 2016-11-29 09:00 1775PLN / 1270PLN
887034 jBPM for Process Designers Łódź, ul. Tatrzańska 11 28 hours wt., 2016-11-29 09:00 5625PLN / 4002PLN
886878 Managing Business Logic with Drools Łódź, ul. Tatrzańska 11 21 hours wt., 2016-11-29 09:00 4325PLN / 2801PLN
886990 Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-30 09:00 4250PLN / 2475PLN
892301 Psychologiczne aspekty zarządzania zespołem IT – psychologia zespołu Scrum agile Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-30 09:00 2800PLN / 1980PLN
886766 Modelowanie procesów biznesowych z wykorzystaniem UML i BPMN Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-30 09:00 2763PLN / 2078PLN
886774 Managing Projects using Waterfall and Agile Techniques Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-30 09:00 1600PLN / 1300PLN
892097 Tunning serwerów aplikacyjnych JBoss7 i Jetty 8/9 Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-30 09:00 2050PLN / 1439PLN
886846 Using The Internet As A Marketing Channel For Businesses Łódź, ul. Tatrzańska 11 14 hours śr., 2016-11-30 09:00 2550PLN / 2000PLN
893025 Podstawy inżynierii wymagań i analizy Łódź, ul. Tatrzańska 11 14 hours czw., 2016-12-01 09:00 2750PLN / 1927PLN
887154 Międzynarodowe Standardy Rachunkowości Łódź, ul. Tatrzańska 11 7 hours czw., 2016-12-01 09:00 1598PLN / 962PLN
891961 Agile Software Testing Łódź, ul. Tatrzańska 11 14 hours czw., 2016-12-01 09:00 1675PLN / 1338PLN
892817 SOA dla architektów i menadżerów Łódź, ul. Tatrzańska 11 14 hours czw., 2016-12-01 09:00 3500PLN / 2197PLN
886850 Ubuntu Server Overview Łódź, ul. Tatrzańska 11 7 hours czw., 2016-12-01 09:00 873PLN / 627PLN
886798 Scrum for Managers and Executives Łódź, ul. Tatrzańska 11 7 hours pt., 2016-12-02 09:00 2045PLN / 1362PLN
892029 Leveraging Business Agility - TOGAF 9.1 and ArchiMate 2 in Practice Łódź, ul. Tatrzańska 11 14 hours pon., 2016-12-05 09:00 6035PLN / 3321PLN
892749 Skuteczne pozyskiwanie i negocjowanie wymagań Łódź, ul. Tatrzańska 11 14 hours pon., 2016-12-05 09:00 2775PLN / 1935PLN
893005 Certyfikacja BPM przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Fundamental Łódź, ul. Tatrzańska 11 28 hours pon., 2016-12-05 09:00 4675PLN / 3527PLN
901045 jBPM for Developers Łódź, ul. Tatrzańska 11 35 hours pon., 2016-12-05 09:00 6875PLN / 4753PLN
891877 Business Plan building with Business Motivation Model Łódź, ul. Tatrzańska 11 14 hours pon., 2016-12-05 09:00 2525PLN / 1633PLN
892201 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Intermediate Łódź, ul. Tatrzańska 11 14 hours pon., 2016-12-05 09:00 2725PLN / 1918PLN
892385 Agile Software Testing with Continuous Integration Łódź, ul. Tatrzańska 11 28 hours pon., 2016-12-05 09:00 3450PLN / 2327PLN
892945 Business Process Re-engineering for Competitive Advantage Łódź, ul. Tatrzańska 11 21 hours pon., 2016-12-05 09:00 6283PLN / 3899PLN
892425 Understanding Your Brand and Your Business Łódź, ul. Tatrzańska 11 21 hours pon., 2016-12-05 09:00 6273PLN / 3896PLN
893073 ITIL®: Intermediate Lifecycle Stream: Service Operation (SO) Łódź, ul. Tatrzańska 11 21 hours pon., 2016-12-05 09:00 4613PLN / 3111PLN
891941 Analiza i projektowanie obiektowe za pomocą języka UML Łódź, ul. Tatrzańska 11 21 hours pon., 2016-12-05 09:00 2763PLN / 2055PLN
892205 Xcelsius Łódź, ul. Tatrzańska 11 14 hours pon., 2016-12-05 09:00 2503PLN / 1945PLN
892001 UML Analysis and Design Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-06 09:00 6283PLN / 3899PLN
892609 Orchestrating services with BPEL Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-06 09:00 4475PLN / 2675PLN
892409 Business and IT System Agility using Standards Łódź, ul. Tatrzańska 11 7 hours wt., 2016-12-06 09:00 3190PLN / 1944PLN
892573 Six Sigma Yellow Belt Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-06 09:00 6283PLN / 3899PLN
892561 Techniki coachingowe w pracy Scrum Mastera - warsztat praktyczny Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-06 09:00 1875PLN / 1356PLN
892589 Efficient Requirement Management using Agile Methods and Agile UML Modeling Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-06 09:00 8993PLN / 4956PLN
892657 Management and Team Development Łódź, ul. Tatrzańska 11 7 hours wt., 2016-12-06 09:00 2473PLN / 1622PLN
892833 The Scrum Test Specialist Łódź, ul. Tatrzańska 11 7 hours wt., 2016-12-06 09:00 2473PLN / 1622PLN
892709 Influencing and Avoiding Conflict Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-06 09:00 7630PLN / 4945PLN
892973 REQB Foundation - przygotowanie do egzaminu Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-06 09:00 7523PLN / 4615PLN
891973 Drools Rules Administration Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-06 09:00 10168PLN / 6702PLN
892529 Retail and Commercial Banking Delivery Channel Masterclass Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-06 09:00 6283PLN / 3899PLN
892213 WebServices with SOAP and WSDL Basics Łódź, ul. Tatrzańska 11 14 hours wt., 2016-12-06 09:00 3500PLN / 2197PLN
893077 Strategic Management Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-06 09:00 6283PLN / 3899PLN
892881 Introduction to Management Łódź, ul. Tatrzańska 11 14 hours wt., 2016-12-06 09:00 4310PLN / 2662PLN
892885 Testowanie w Agile Łódź, ul. Tatrzańska 11 7 hours wt., 2016-12-06 09:00 1638PLN / 1149PLN
892669 BPMN 2.0 dla Analityków Biznesowych Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-06 09:00 3125PLN / 2426PLN
892221 BPM for Managers and Analysts Overview Łódź, ul. Tatrzańska 11 14 hours śr., 2016-12-07 09:00 2973PLN / 2123PLN
892533 High Impact Presentations Łódź, ul. Tatrzańska 11 7 hours śr., 2016-12-07 09:00 2510PLN / 1644PLN
892045 Coaching Skills Łódź, ul. Tatrzańska 11 7 hours śr., 2016-12-07 09:00 2473PLN / 1622PLN
891833 Mentoring and Coaching Łódź, ul. Tatrzańska 11 7 hours śr., 2016-12-07 09:00 2510PLN / 1644PLN
892481 Organizacja i zarządzanie testowaniem Łódź, ul. Tatrzańska 11 14 hours śr., 2016-12-07 09:00 3325PLN / 2800PLN
892253 Object Oriented Design using Design Patterns Łódź, ul. Tatrzańska 11 14 hours śr., 2016-12-07 09:00 6035PLN / 3321PLN
892249 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Advanced Łódź, ul. Tatrzańska 11 7 hours śr., 2016-12-07 09:00 1775PLN / 1270PLN
892825 Assertiveness Łódź, ul. Tatrzańska 11 7 hours czw., 2016-12-08 09:00 2510PLN / 1644PLN
892729 The Compliance and MLRO Refresher Programme Łódź, ul. Tatrzańska 11 7 hours czw., 2016-12-08 09:00 3028PLN / 2177PLN
893053 An Introduction to the Scrum Team Role Łódź, ul. Tatrzańska 11 7 hours czw., 2016-12-08 09:00 2473PLN / 1622PLN
893009 Managing Accountancy in WOFE (Whole Own Foreign Enterprise) in China Łódź, ul. Tatrzańska 11 7 hours czw., 2016-12-08 09:00 178PLN / 232PLN
892701 Equality and Diversity Masterclass Łódź, ul. Tatrzańska 11 7 hours czw., 2016-12-08 09:00 2510PLN / 1644PLN
893137 Commercial Awareness Łódź, ul. Tatrzańska 11 7 hours czw., 2016-12-08 09:00 2510PLN / 1644PLN
891825 B2B Brand Management Łódź, ul. Tatrzańska 11 7 hours czw., 2016-12-08 09:00 1165PLN / 835PLN
893061 Introduction to Advertising Łódź, ul. Tatrzańska 11 7 hours czw., 2016-12-08 09:00 1065PLN / 660PLN
901061 Agile TDD Łódź, ul. Tatrzańska 11 7 hours pt., 2016-12-09 09:00 1275PLN / 1063PLN
904385 MS Excel - moduł Business Intelligence Łódź, ul. Tatrzańska 11 14 hours pon., 2016-12-12 09:00 1405PLN / 1003PLN
904117 ITIL®: Intermediate: Managing Across the Lifecycle (MALC) Łódź, ul. Tatrzańska 11 35 hours pon., 2016-12-12 09:00 5738PLN / 3955PLN
904185 Prognozowanie Rynku Łódź, ul. Tatrzańska 11 14 hours pon., 2016-12-12 09:00 2950PLN / 2175PLN
901113 Communicating and Influencing For Team Members Łódź, ul. Tatrzańska 11 14 hours pon., 2016-12-12 09:00 4235PLN / 2618PLN
904505 Handling Conflict with Confidence Łódź, ul. Tatrzańska 11 14 hours wt., 2016-12-13 09:00 4235PLN / 2618PLN
904205 Presenting with Confidence Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-13 09:00 6273PLN / 3896PLN
901081 Zarządzanie regułami biznesowymi (BRMS) z Drools Łódź, ul. Tatrzańska 11 7 hours wt., 2016-12-13 09:00 2450PLN / 1533PLN
904301 Agile Project Management with Scrum Łódź, ul. Tatrzańska 11 14 hours wt., 2016-12-13 09:00 1755PLN / 1377PLN
900997 Zarządzanie wymaganiami w projektach Agile Łódź, ul. Tatrzańska 11 7 hours wt., 2016-12-13 09:00 1638PLN / 1149PLN
904341 ITIL®: Intermediate Lifecycle Stream: Service Transition (ST) Łódź, ul. Tatrzańska 11 21 hours śr., 2016-12-14 09:00 4363PLN / 3025PLN
904549 Design Patterns Łódź, ul. Tatrzańska 11 14 hours śr., 2016-12-14 09:00 4235PLN / 2618PLN
904093 Prototypowanie interaktywnych makiet - Axure Łódź, ul. Tatrzańska 11 14 hours śr., 2016-12-14 09:00 2125PLN / 1344PLN
904089 Bezstresowe zarządzanie sobą w czasie - jak mieć zawsze określone cele i być efektywnym w ich realizacji. Łódź, ul. Tatrzańska 11 14 hours czw., 2016-12-15 09:00 1075PLN / 777PLN
904109 Zwinne zarządzanie projektami za pomocą Kanban Łódź, ul. Tatrzańska 11 14 hours czw., 2016-12-15 09:00 1963PLN / 1725PLN
904457 Business Modeling for an Agile Enterprise Łódź, ul. Tatrzańska 11 14 hours czw., 2016-12-15 09:00 6035PLN / 3321PLN
904073 Modelowanie wymagań – przegląd metod Łódź, ul. Tatrzańska 11 14 hours czw., 2016-12-15 09:00 3175PLN / 2725PLN
904249 Wprowadzenie do Domain Driven Design Łódź, ul. Tatrzańska 11 14 hours czw., 2016-12-15 09:00 3860PLN / 2405PLN
904221 Zarządzanie Procesami Biznesowymi z wykorzystaniem ProcessMaker Łódź, ul. Tatrzańska 11 14 hours czw., 2016-12-15 09:00 4348PLN / 3041PLN
806392 Certyfikacja BPM - przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Business Intermediate Łódź, ul. Tatrzańska 11 21 hours wt., 2016-12-20 09:00 4913PLN / 3558PLN
806395 Certyfikacja BPM - przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Business Intermediate Łódź, ul. Tatrzańska 11 21 hours śr., 2017-02-15 09:00 4913PLN / 3558PLN

Plany Kursów

Identyfikator Nazwa Czas trwania (po 7h zegarowych dziennie) Spis treści
12222 SOA dla architektów i menadżerów 14 hours

Kurs ten został stworzony dla menedżerów i architektów planujących wdrożenie lub kórzy są w trakcie wdrażania rozwiązań SOA. Daje przegląd zalet i wad SOA i wyjaśnia kiedy, dlaczego i jaką część SOA należy użyć.

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 J2EE 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
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
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.
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 & Princples
  • 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

  • Continous 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
464014 REQB Foundation - przygotowanie do egzaminu 21 hours

Szkolenie przygotowujące do zdobycia certyfikatu REQB Foundation Level. Certyfikat ten potwierdza umiejętności określania i opisywania wymagań oraz przeprowadzania skuteczniej analizy wymagań. Stanowi też potwierdzenie znajomości procesu i procedur inżynierii wymagań oraz zarządzania ryzykiem. 

Wprowadzenie do wymagań

Podstawy

  • Wymaganie
  • Standardy i normy

Modele procesu i proces inżynierii wymagań

  • Modele procesu
  • Proces inżynierii wymagań

Zarządzanie projektem i ryzykiem

  • Zarządzanie projektem
  • Zarządzanie ryzykiem

Odpowiedzialności i role

  • Podstawowe role
  • Zadania inżynierii wymagań

Identyfikacja wymagań

  • Klient
  • Wizja i cele projektu
  • Identyfikacja interesariuszy
  • Techniki identyfikacji wymagań
  • Wymagania funkcjonalne i niefunkcjonalne
  • Opis wymagań

Specyfikacja wymagań

  • Specyfikacja
  • Procedura
  • Formalizacja
  • Jakość wymagań

Analiza wymagań

  • Wymagania i rozwiązania
  • Metody i techniki analizy wymagań
  • Analiza obiektowa
  • Szacowanie kosztów
  • Priorytety
  • Akceptacja wymagań

Śledzenie wymagań

  • Śledzenie w projekcie
  • Zarządzanie zmianą

Zapewnienie jakości wymagań

  • Czynniki oddziałujące na jakość
  • Weryfikacja wymagań w fazie pozyskiwania
  • Zapewnienie jakości poprzez testowalność
  • Metryki

Narzędzia wymagań

  • Korzyści narzędzi
  • Kategorie narzędzi
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
295292 Finanse dla niefinansistów 14 hours

Zajęcia prowadzone są w formie case study. Studia przypadków ukierunkowane są wykładami, ćwiczeniami i analizą praktycznych przykładów.

1. Jak funkcjonuje system finansowy przedsiębiorstwa

  • Służby finansowe i ich zadania
  • Zakres odpowiedzialności dyrektora finansowego/głównego księgowego firmy
  • Odpowiedzialność karna Kierownika Jednostki za rachunkowość i sprawozdawczość przedsiębiorstwa

2. System informacji finansowej przedsiębiorstwa

  • Rodzaje ewidencji finansowej – PKRiP a pełna księgowość
  • Rachunkowość finansowa a rachunkowość zarządcza
  • Zadania kontrolingu finansowego
  • Rachunkowość podatkowa (CIT, VAT, PCC, akcyza)
  • Przegląd „finansowych” uregulowań prawnych
  • Polityka rachunkowości i jej wpływ na kształtowanie sprawozdania
  • Kreatywna rachunkowość a manipulacje wynikiem finansowym

3. Filary systemu finansów przedsiębiorstwa czyli praktyczne konsekwencje zasad rachunkowości

  • Dlaczego księgowego obowiązuje zasada pesymistycznego podejścia
  • Co w praktyce oznacza, że koszt jest współmierny przychodom
  • Dlaczego w sprawozdaniu finansowym ujmujemy elementy, które nie mają jeszcze gotówkowych skutków

4. Jak zrozumieć firmę na podstawie dokumentów księgowych

  • Jakie informacje można znaleźć w bilansie?
    • Jakie pozycje występują w aktywach i pasywach bilansu
    • Jak interpretować wartości prezentowane w bilansie?
    • Jak oceniać płynność i zadłużenie przedsiębiorstwa
  • Rachunek zysków i strat czyli co kształtuje wynik finansowy firmy
    • Rodzaje wyników finansowych
    • Zasady ewidencji kosztów w firmie – wymagania formalne i spojrzenie zarządcze
    • Dlaczego rachunek zysków i strat może mieć dwie formy i kto wybiera wariant porównawczy a kto kalkulacyjny
    • Jak interpretować wartości prezentowane w rachunku zysków i strat
    • Co oznacza pojęcie rentowności i jak ją mierzyć
  • Rachunek przepływów pieniężnych czyli gotówka w firmie jest najważniejsza
    • Dlaczego koszt to nie to samo co wydatek a przychód nie zawsze oznacza wpływ pieniądza
    • Metody sporządzania rachunków przepływów pieniężnych – formalne sprawozdanie i zarządcze analizy cash flow
    • Jak interpretować wartości prezentowane w rachunku przepływów pieniężnych
  • Przykład prezentujący powstawanie i powiązania w sprawozdaniu finansowym
  • Czytanie i analiza sprawozdań finansowych – wspólna analiza na wybranym przykładzie

5. Narzędzia pracy księgowego czyli jak i o czym rozmawiać ze służbami finansowymi

  • Co to jest konto księgowe i do czego służy?
  • Zakładowy plan kont i system mpków czyli systemy numeracji, którymi posługuje się Twój księgowy
  • Z żargonu księgowego: obrotówka, rozrachunki, analityka i syntetyka – jak wykorzystać te narzędzia w zarządzaniu firmą
  • Dowody księgowe i wymagania, które muszą być spełnione
  • Wpływ codziennych decyzji na sprawozdanie finansowe przedsiębiorstwa – operacje gospodarcze i ich odzwierciedlenie w sprawozdaniu finansowym

6. Wybrane narzędzia zarządzania finansami – przegląd najistotniejszych modeli

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.
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
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 Zwinne zarządzanie projektami za pomocą Kanban 14 hours

Grupa docelowa:

IT Director, Project Manager, Technical Team Leader, Analyst, Software Developer, Tester

Cel szkolenia:

Celem szkolenia jest nabycie wiedzy i przećwiczenie w warsztatowej formie  zagadnień metodyki Kanban i fundamentów Agile.

  1. Wstęp do Agile
    • Dlaczego Agile?
    • Jakie są główne założenia Agile?
    • Jak działają mechanizmy Agile?
    • Jak Agile może pomóc?
  1. Command & Control vs. Agile
    • Model fabryki
    • Funkcjonowanie działa
    • Funkcjonowanie rakiety
    • Filary Kanban
    • Big Picture
  1. Proces
    • Założenia Kanban
    • Zasady Kanban
    • Metryki
    • Diagram przepływu
    • + praktyki techniczne 
  1. Praca zespołowa
    • Wspólna odpowiedzialność
    • Samoorganizacja
    • Interdyscyplinarność
    • Korzyść „właściwej” pracy zespołowej
  1. Tablica Kanban
    • Jak zwizualizować proces?
    • Jak zbudować tablicę Kanban?
    • Czym są i jak wprowadzić limity WIP?
    • Czym są i jak wprowadzić Classes of Service?
  1. Zaangażowanie klienta
    • Najczęstsze marnotrawstwo
    • Strumień wartości
  1. Marnotrawstwo
    • Value Stream Mapping
    • Analizowanie marnotrawstwa (ang. Waste)
    • Główne koncepcje Kaizen (MUDA / MURI / MURA)
    • Analizowanie wąskich gardeł (ang. Bottlenecks)
    • Pięć stanów skupienia
       
  2. Symulacja
    • Gra symulacyjna
    • Dyskusja
    • Tematy zaawansowane
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
164958 REST API - wzorzec wymiany informacji między serwisami 14 hours

Szkolenie skierowane do developerów aplikacji internetowych, ma na celu przedstawienie możliwości jakie daje wzorzec architektoniczny REST, za którego pomocą możliwa jest komunikacja między serwisami.

REST - podstawy

  • Potrzeba wymiany informacji między serwisami
  • HTTP, POST/GET/PUT/DELETE
  • Serwisy typu MushUp i popularne zastosowania
  • Serwisy wykorzystujące REST

Konwencje REST

  • Mapowanie operacji CRUD na wywołania HTTP
  • Konwencje konstrukcji URL API
  • Przekazywanie parametrów
  • Zwracane wartości
  • Statusy HTTP
  • JSON - uniwersalny format wymiany informacji

Korzystanie z API serwisów - Klient

  • Przykłady pracy z popularnymi API

Tworzenie REST API - Serwer

  • Zbieranie wymagań i określenie funkcjonalności
  • Projektowanie i dokumentacja API
  • Instalacja potrzebnych bibliotek
  • Obiekt biznesowy - mapowanie na klasę
  • Metody kontrolera
  • Reprezentacja obiektu biznesowego jako JSON
  • Nagłówki HTTP - jako metadane
  • Testowanie API za pomocą cURL
  • Mechanizmy autentykacji
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
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
165060 Microsoft Project - podstawy zarządzania projektami 14 hours

Na kursie uczestnik dowie się, jak umiejetnie wykorzystywać narzędzie Microsoft Project by stworzyć harmonogram zadań, gospodarować zasobami i monitorować realizację poszczególnych etapów projektu.

Wprowadzenie

  • Definicja projektu
  • Kluczowe zasady tworzenia projektów
  • Model trójkąta

Obsługa

  • Instalacja aplikacji
  • Charakterystyka Microsoft Project
  • Pomoc
  • Zapisywanie, wyszukiwanie, otwieranie projektu
  • Podstawowe widoki

Harmonogram

  • Reguły tworzenia harmonogramów
  • Typy harmonogramów
  • Kalendarze projektowe
  • Wprowadzanie zadań do harmonogramu
  • Edycja zadań w harmonogramie
  • Czas trwania zadań
  • Czas ciągły zadań
  • Czas szacowany w zadaniach
  • Priorytet projektu i zadań
  • Współzależności pomiędzy zadaniami
  • Wyprzedzenie i zwłoka
  • Kamienie milowe
  • Wizualizacja zadań w różnych widokach

Optymalizacja harmonogramu

  • Ograniczenia w zadaniach
  • Termin ostateczny
  • Zadania krytyczne
  • Ścieżka krytyczna
  • Zapas czasu w projekcie
  • Skracanie ścieżki krytycznej
  • Dostosowanie widoków

Zasoby

  • Definicja zasobów
  • Koszty zmienne zasobów
  • Koszty jednorazowego wykonania
  • Tabele stawek
  • Dostępność zasobów
  • Praca - definicja
  • Stałe w równaniu pracy
  • Nakłady pracy
  • Alokacja zasobów
  • Przeciążenia zasobów
  • Bilansowanie zasobów

Koszty

  • Koszty stałe
  • Kontrola kosztów
  • Koszty projektu, zadań, zasobów i pracy

Realizacja projektu

  • Metody realizacji projektu
  • Plan bazowy
  • Analiza stanu
  • Analiza odchyleń
  • Zmiany w projekcie

Raporty

  • Raporty w Microsoft Project
  • Tworzenie raportów użytkownika

Wyszukiwanie danych

  • Sortowanie danych
  • Filtry
  • Grupowanie danych
62099 Zarządzanie regułami biznesowymi (BRMS) z Drools 7 hours

Kurs skierowany jest do architektów, analityków biznesowych i systemowych oraz menedżerów, którzy chcą stosować reguły biznesowe w swoich rozwiązaniach.

 

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

  • Short overview on Fusion

Rules Testing

  • Testing with KIE
  • Testing with JUnit

Integrating Rules with Applications

  • Invoking rules from Java Code
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
  • Define rules interfaces that are truly flexible Re-engineer existing system and data process for increased IT productivity
  • Understand agility metrics

Introduction

  • Course Objectives
  • Lesson Review
  • Why BPM?
  • Topology of a SOA reference 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
  • Adopting a development model
  • Overview of a BPM system

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
  • Connector framework

Administering Processes using Process Monitoring

  • Managing a BPEL Process
  • Platform Administration
  • Interfacing with BAM (business activity monitoring)
  • What about BAS? (business activity services)
  • Adding a Notification to a Process
  • Selecting a Notification Channel

Adapter support in a BPMS

  • Adapters for a standards-based environment
  • Selecting an adapter service
  • Configuring a File adapter
  • Supported and bundled adapters
  • The adapter framework
  • OEM adapters

Core BPMS features and Interfaces

  • Repository support
  • Database support
  • The Adapter SDK
  • The level of required customisation
  • WS-* standards support
  • Involvement of development languages
  • Java EE containers or .Net?
  • Human workflow solutions

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

Governance and Business strategy

  • The personal perspective
  • Innovation, growth and flexibility
  • Convincing the CEO,CIO, and Business units
  • 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
  • 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

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
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
206457 WebServices 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
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
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
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
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.
  1. Overview of accouting practises in China
  2. Available software
  3. Invoices
    1. Pro-forma (commercial invoice)
    2. Fapiao
    3. Shouju (receipt)
  4. VAT and deduction
  5. Expanse claims
  6. Required audits

 

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
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
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
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.
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

 

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.

296326 ITIL®: Intermediate Capability Stream: Release, Control & Validation (RC&V) 28 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
916885 Praktyczny warsztat tworzenia User Stories 7 hours

Kurs praktyczny (ok. 60% ‐ warsztaty), przeznaczony dla osób, które tworzą, bądź będą tworzyć historyjki urzytkownika (User Stories). Szkolenie opiera się przede wszystkim na przykłdach oraz zadaniach zaprojektowanych przez osoby pracujące na co dzień z Agile oraz Scrum.

Celem szkolenia jest nauczenie kursantów jak tworzyć i opisywać User Stories aby usprawnić komunikację w grupie projektowej oraz aby były one zrozumiałe w sposób jednoznaczny dla developerów.

Czym są historyjki użytkownika?

Sposoby odkrywania wartości biznesowych.

Historyjki użytkownika w Scrum.

Konstrukcja historyjek użytkonika.

  • Kto? - klient wymagania
  • Co? - funkcjonalność
  • Po co? - wartość biznesowa
  • Szablony organizacji Connextra, Mikea Cohna, Chrisa Mattsa

6 zasad tworzenia dobrych historyjek użytkownika.

  • Niezależność
  • Negocjowalność
  • Niesione wartości
  • Szacowalność
  • Skalowalność
  • Testowalność

Antywzorce.

Perspektywy wymagań Klienta.

Określanie Definition of Done (DoD) oraz wymagania niefunkcjonalne.

Określanie Definition of Ready (DoR).

Historyjki użytkownika a testowanie

  • Testy akceptacyjne
  • Testy behawioralne
  • Zasada trzech "C"

Mapowanie historyjek użytkownika

  • Zasady USM
  • Etapy dekompozycji

Estymacja

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
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).
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
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
417066 Train-the-Trainer 21 hours

Dla kogo?

Pracownicy, którzy będą prowadzić szkolenia lub przekazywać swoją wiedzę w inny sposób.

Format szkolenia

Połączenie:

  • Facylitowane dyskusje
  • Teoria
  • Ćwiczenia praktyczne
  • Prezentacje uczestników

Na szkoleniu uczestnicy nauczą się:

  • Projektować efektywne szkolenia
  • Przygotowywać się do prowadzenia szkoleń
  • Prowadzić szkolenia z pewnością siebie
  • Używać różnych metod wizualizacji informacji
  • Radzić sobie z różnego rodzaju uczestnikami

Umiejętności szkoleniowe

  • Głównym punktem szkolenia jest stworzenie i zaprezentowanie fragmentu szkolenia, które uczestnicy potencjalnie wykorzystają w przyszłości.

Uwaga: długość prezentacji każdego z uczestników będzie zależała od długości całego szkolenia, jego dynamiki oraz liczby uczestników. Zalecana liczba uczestników to 8.

  • Uczestnicy otrzymają feedback swoich prezentacji.

Przygotowanie sesji szkoleniowej

  • Jakie pytania trener powinien zadać przed szkoleniem?
    • Dlaczego ja?
    • Logistyka - co, gdzie, kiedy, jak i jak długo?
    • Zrozumienie jak odpowiedzi na powyższe pytania wpływają na szkolenie
  • Strukturyzacja zawartości:
    • Znaj swój temat
    • Ustalanie kolejności przekazywanych informacji
    • Tworzenie i użycie dodatkowych materiałów wizualnych

Przygotowanie trenera

  • Trzy podstawowe narzedzia komunikacyjne trenera:
    • Werbalne - użycie konkretnych słów, unikanie slangu i żargonu
    • Wokalne - jak pracować z głosem, jak unikać niepotrzebnych tików nerwowych
    • Wizualne - to jak trener wygląda: strój, gestykulacja, reprezentatywność
  • Ćwiczenie szkolenia przed i otrzymywanie informacji zwrotnej.
  • Radzenie sobie z nerwami

Przygotowanie sali szkoleniowej

  • Ustawienia sali i na co one wpływają
  • Użycie sali do wzmocnienia przekazu
  • ...i sprzątanie po szkoleniu

Ewaluacja

  • Jak ważna jest ewaluacja
  • Jak uzyskiwać i wykorzystywać informację zwrotną od uczestników

Umiejętności trenerskie w praktyce

  • Prezentacja fragmentu szkolenia (po odpowiednim przygotowaniu)
  • Informacja zwrotna
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
296328 ITIL®: Intermediate Capability Stream: Planning Protection & Optimization (PP&O) 28 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
463782 Techniki coachingowe w pracy Scrum Mastera / Lidera Projektu 14 hours

Coaching jest procesem, którego głównym celem jest wzmocnienie klienta oraz wspieranie go w samodzielnym dokonywaniu zamierzonej zmiany. Klient opiera się na własnych odkryciach, wnioskach i zasobach.

Scrum Master pracując z zespołem ma podobne wyzwania. Czy może nauczyć się czegoś od Coacha? Postaram się udowodnić, że jest to możliwe i to w krótkim czasie.

Przedstawione zostaną narzędzia i techniki stosowane podczas sesji coachingowych, które w bardzo szybki sposób mogą zostać użyte przy pracy z zespołem.

Zajęcia odbywają się w formie warsztatu, co pozwoli uczestnikom zastosować poznane narzędzia w praktyce zaraz po szkoleniu.

Szkolenie przeznaczone jest dla Scrum Masterów, managerów liniowych oraz Project Managerów.

Wstęp:

  • Czym jest coaching ?
  • Postawa coacha
  • Kiedy podejście coachingowe się sprawdza ?

Umiejętności Scrum Mastera / lidera zespołu:

  • Analiza i definiowanie celu
  • Techniki coachingowe w prowadzeniu retrospektywy
  • Budowanie zasobów członków zespołu
  • Rozwój kompetencji członków zespołów
  • Narzędzia pomocne w podejmowaniu decyzji
  • Zwiększanie motywacji członków zespołu

Narzędzia coachingowe:

  • Model GROW
  • Pytania otwarte
  • Metoda małych kroków
  • Aktywne słuchanie
  • Parafraza
  • Odzwierciedlenie
  • Koło Życia
  • Technika skali
  • Definiowanie akcji
165046 Analiza i projektowanie obiektowe za pomocą języka UML 21 hours

Szkolenie przeznaczone jest dla analityków, projektantów, programistów, testerów oraz kierowników projektów informatycznych. Stanowi wprowadzenie do modelowania systemu z wykorzystaniem notacji UML.

Na przykładzie wybranego systemu realizowane są kolejne etapy modelowania i dokumentowania: od zbierania wymagań, przez modelowanie procesów biznesowych i dokumentowanie wymagań funkcjonalnych i niefunkcjonalnych do utworzenia modelu analitycznego. Kolejnym etapem jest faza projektowa - modelowanie statyczne i dynamiczne z wykorzystaniem klas projektowych i diagramów prezentujących interakcję między elementami systemu.

Szkolenie może być podstawą do stworzenia kompleksowej procedury modelowania systemów informatycznych w przedsiębiorstwie, dzięki wykorzystaniu UML we wszystkich fazach tworzenia oprogramowania oraz wskazaniu najlepszych praktyk wynikających z wieloletniego doświadczenia trenerów NobleProg.

Wprowadzenie do języka UML

  • Krótka historia UML
  • Przegląd zagadnień z zakresu modelowania obiektowego
  • Specyfikacja UML grupy OMG
  • Przegląd diagramów UML

Zarządzanie wymaganiami

  • Podział wymagań
  • Kategorie wymagań wg FURPS
  • Metody zbierania wymagań
  • Modelowanie wymagań z wykorzystaniem notacji UML
  • Macierz zależności wymagań
  • Tworzenie specyfikacji wymagań na podstawie diagramów

Modelowanie procesów biznesowych

  • Definicja procesu biznesowego
  • Modelowanie procesów biznesowych w UML
  • Diagram czynności
    • Przepływy decyzyjne i współbieżne
    • Wyjątki i obsługa wyjątków
    • Partycje, tory

Modelowanie wymagań niefunkcjonalnych

  • Wykorzystanie diagramów komponentów i wdrożenia
  • Wstępna architektura systemu - logiczna i fizyczna
  • Modelowanie wymagań związanych z bezpieczeństwem, wydajnością, niezawodnością systemu

Modelowanie wymagań funkcjonalnych

  • Określanie zakresu systemu
  • Modelowanie funkcjonalności systemu przy pomocy diagramu przypadków użycia
    • Identyfikowanie aktorów i relacji między nimi
    • Rozpoznawanie przypadków użycia
    • Asocjacja "aktor - przypadek użycia" i jej właściwości
    • Relacje między przypadkami użycia: include, extend, generalizacja
  • Tworzenie scenariuszy przypadków użycia i generowanie diagramów na ich podstawie (aktywności, maszyny stanowej)

Analityczny model systemu

  • Wykorzystanie diagramu komunikacji do określenia głównych obiektów systemu
    • Rodzaje komunikatów: asynchroniczne, synchroniczne, powrotne
    • Określanie kolejności numerowania komunikatów
    • Kategorie obiektów analitycznych: Boundary, Control i Entity
  • Wstęp do projektu systemu
  • Modelowanie interakcji

Modelowanie statyczne

  • Diagram klas i generowanie kodu źródłowego
    • Relacja asocjacji i jej cechy
    • Pozostałe relacje: agregacja, kompozycja, generalizacja, zależność, klasa asocjacyjna
  • Forward/Reverse engineering
    • Generowanie kodu źródłowego na podstawie diagramu
    • Generowanie diagramu na podstawie kodu źródłowego
    • Synchronizowanie kodu i diagramu
  • Diagramy obiektów, struktur połączonych i pakietów

Modelowanie dynamiczne

  • Weryfikacja modelu statycznego
    • Doprecyzowanie sygnatur metod
    • Weryfikacja poprawności diagramu klas
  • Modelowanie dynamiczne na poziomie wywołań metod
  • Diagramy: sekwencji, maszyny stanowej, czasu i interakcji
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
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
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
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.
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. Price does not include the cost of the exam.

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 Fulfillment
  • 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.

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
296324 ITIL®: Intermediate Capability Stream: Service Offerings & Agreements (SOA) 28 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.
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
13022 Scrum for Managers and Executives 7 hours

This course is also know as SCRUM awareness training.

Kurs ten został stworzony dla osób zarządzających, kadry kierowniczej i innych decydentów, którzy chcą wiedzieć, jak oszacować korzyści z wdrożenia metodologii lub chcą zrozumieć, co robi ich zespół. 

Szkolenie okażę się również  korzystne dla klientów firm tworzących software, którzy chcą uczestniczyć w procesie tworzenia aplikacji.

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
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
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
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
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
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.
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
15086 Prognozowanie Rynku 14 hours

Kurs został przygotowany dla menadżerów, analityków biznesowych, przedsiębiorców, którzy chcieliby usprawnić wykorzystywane metody prognozowania, jak również dla tych, którzy dopiero rozważają ich wprowadzenie. Omówione na kursie narzędzia oraz metody mogą zostać później zostosowane do :

  • prognozowania sprzedaży, ustalania planów sprzedażowych, zarządzania kanałami sprzedaży
  • prognozowania zachowania rynku, ryzyka ekonomicznego, zmian ekonomicznych
  • prognozowania zmian technologicznych,
  • prognozowania zapotrzebowania produktowego, zarządzania łańcuchem dostaw

Kurs ma za zadanie pokazanie uczestnikom serii narzędzi, frameworków, metodologii oraz algorytmów, przydatnych przy próbach przewidywania przyszłości opartych o analizę danych.  Podczas kursu, uczestnicy nauczą się również zastosowania omówionych metod w standardowych narzędziach takich jak MS Excel czy oprogramowaniu OpenSource' wym - R- pakiet statystyczny. Metody oraz zasady przedstawione na kursie mogą być bez problemu zaimplementowane do każdego innego oprogramowania (np. SAS, SPSS, Statistica, MINITAB ...itp.)

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
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
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
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
110938 Wprowadzenie do Domain Driven Design 14 hours

Grupa docelowa:

  • Kierownicy działów IT
  • Managerowie projektów, PM
  • Product Owners
  • Pracownicy działu marketingu

Czym jest Domain Driven Design (DDD)

  • Definiowanie dziedziny problemu
  • Sposoby pozyskiwanie wiedzy z danej dziedziny

Wspólny język i terminologia

  • Znajdowanie wspólnego języka
  • Layered Architecture
  • Entities
  • Value Objects
  • Services
  • Modules
  • Aggregates
  • Factories
  • Repositories

Refaktoryzacja

  • Czym jest refaktoryzacja
  • Sposoby i wzorce refaktoryzacji
  • Refaktoryzacja jako proces ciągły

Zachowywanie integralności modelu

  • Bounded Context
  • Continuous Integration
  • Context Map
  • Shared Kernel
  • Customer-Supplier
  • Conformist
  • Anticorruption Layer
  • Separate Ways
  • Open Host Service
  • Distillation

 

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 
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.
165106 Analiza i projektowanie za pomocą języka 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 cover 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

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
463783 Agile Retrospective 14 hours

Jeżeli w projekcie problemy nie są rozwiązywane na bieżąco będzie ich coraz więcej i więcej. Może to nawet doprowadzić to do porażki projektu.

Jak wiadomo zawsze lepiej zapobiegać niż leczyć. Dlatego właśnie w projektach zwinnych regularnie stosuje się retrospektywy. W retrospektywę zaangażowany jest cały zespół. Wspólnymi siłami dochodzi się do korzeni problemów i wprowadza w życie akcje naprawcze.

Celem szkolenia jest przekazanie uczestnikom potrzebnej wiedzy i umiejętności, aby mogli prowadzić w skuteczny sposób retrospektywy we własnych projektach. Szkolenie jest prowadzone w formie warsztatów tak więc każdy z uczestników zostanie zanurzony w doświadczeniu.

Szkolenie przeznaczone jest dla Scrum Masterów, managerów liniowych oraz Project Managerów.

  • Wstęp do metodyk zwinnych
  • Korzyści płynące ze stosowania retrospektywy 
  • Inspect & Adapt (ciągłe udoskonalanie procesu)

Kolejne fazy retrospektywy:

  • Aktywizacja grupy (energetyzery)
  • Generowanie informacji do grupowej analizy
  • Analiza źródeł problemow (Root Cause Analysis)
  • Tworzenie akcji naprawczych

Zastosowanie wiedzy w praktyce:

  • Prowadzenie retrospektywy przez uczestników szkolenia
  • Informacja zwrotna
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

  1. The fundamentals of Business Process Management
  2. BPM Implementation Strategies
  3. Process Modeling, Analysis & Design
  4. Governance and Business strategy
  5. Modeling a process with BPMN
  6. Fault Handling and Exception Management
  7. Business Rules
  8. BPM as enabler of SOA: Key components
  9. 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
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
  1. Winston Royce
  2. Background in manufacturing processes
b. Waterfall stages
  1. Requirements gathering
  2. Design
  3. Implementation
  4. Verification
  5. Maintenance
c. Waterfall challenges
  1. Handling change
  2. Distance between business knowledge and implementation
  3. Storing risk to late in the lifecycle
  4. Prioritisation of scope
d. Summary of reactions to Waterfall model
  1. Embrace – Waterfall approaches, eg SSADM
  2. Cope – V-Model
  3. Adapt – Incremental
  4. Reject – Agile
  5. Enhance – Lean

2. V-Model coping strategies for Waterfall delivery

a. Early verification and validation
  1. Cost of finding late
  2. Reviews and inspections
  3. Static analysis
b. V-Model test stages
  1. Unit/Unit integration
  2. System
  3. System Integration
  4. Acceptance
c. V-Model benefits
  1. Increased end-user involvement in verification
  2. Early risk mitigation

3. Adapting Waterfall with Incremental approaches

a. Types of Incremental approaches
  1. Pre-planned 
  2. Parallel, RAD
  3. Evolutionary, RUP
b. Incremental delivery principles
  1. Product increments
  2. Proto-typing
  3. Timeboxing
c. Benefits of incremental delivery
  1. Increased user involvement in decision making
  2. Early return on investment
  3. Reacts to change 

4. Rejecting the Waterfall model in favour of Agile

a. Agile Essentials
  1. Agile Manifesto
  2. Agile Principles
b. Introduction to Scrum, the most popular Agile framework
  1. Iterative delivery
  2. Collaborative working
  3. Just in time documentation
  4. Adaptive planning
c. Benefits of Agile
  1. Increased user involvement throughout process
  2. Empowered development team
  3. Rapid return on investment
  4. Greater ability to react to change
  5. Reduce nugatory development

5. Enhancing Waterfall with Kanban delivery

a. Lean and Kanban 
  1. History of Lean delivery 
  2. History of Kanban
  3. Principle of reducing waste
b. Introduction to Kanban
  1. The Kanban board
  2. Managing work-in-progress
c. Benefits of Kanban
  1. Greater ability to react to change
  2. Rapid return on investment
  3. Reduce nugatory development

Day 2 - Agile Project Management Techniques

1. Empirical Process Control

a. Inspect
  1. Demonstration
  2. Retrospection
b. Adapt
  1. Adaptive planning
  2. Continuous improvement
c. Transparency
  1. Stakeholder involvement
  2. Contract negotiation
  3. Just in time documentation

2. Managing requirements

a. Backlogs
  1. Product
  2. Release
  3. Sprint
b. Backlog Items
  1. User Stories
  2. Defects
  3. Requirements specifications
c. Risk
  1. Adjusting Backlog for risk
  2. Risk burndown

3. Estimation and control

a. Timebox planning
  1. Release planning
  2. Iteration planning
  3. Daily communication
b. Prioritisation techniques
  1. MoSCow
  2. Value based
  3. Other techniques
c. Estimation techniques
  1. User story grooming
  2. Planning Poker

4. Delivery management

a. Iterative delivery
  1. Team velocity
  2. Rapid return on investment
b. Information radiators
  1. Scrum wall
  2. Burn-down chart

5. Team management

a. Associative leadership
  1. ScrumMaster as facilitator
  2. Role of the traditional project manager
b. End-user involvement
  1. The single decision maker - the Product Owner
  2. Communicating with stakeholders (Pigs and Chickens)
c. Empowered team
  1. Self-managing teams
  2. The role of the specialist within the team
  3. Managing split teams
296322 ITIL®: Intermediate Capability Stream: Operational Support & Analysis (OS&A) 21 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.
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
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
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
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.

 Wprowadzenie

  • Plusy i minusy obecnych metod wspierania biznesu i IT w ujęciu Agile
  • Architektura biznesowa : "Brakujące ogniwo pomiędzy strategią biznesową a architektruą biznesową" (OMG),
  • Połączenia pomiędzy Architekturą Korporacyjną (TOGAF, Zachman), Architekturą Biznesową, BPM, IT i Architekturą Systemową.
  • Struktury zorientowane na cel w Business Motivation Model (wizja biznesowa, cele, zadania, misje, strategie, taktyki, reguły biznesowe)
  • Uszczegółowienie wizji w kierunku procesów biznesowych
  • Kroki wyrównania IT do ewolucji potrzeb biznesowych

Od biznesu do IT i systemów

  • Przygotowanie architektury korporacyjnej i systemowej do wspierania zmian: struktury zorientowane na cel od biznesu do warstw systemu IT
  • Fundamenty  Service Architecture (architektury zorientowanej na usługi)
  • Jak modelować zmiany celów, strategii i zasad,
  • W jaki sposób propagować zmiany od wymagań biznesowych poprzez komponenty IT

Wpływ zmian na procesy biznesowe i obiekty biznesowe

  • BPM: Wyrównywanie procesów biznesowych, odpowiedzialności uczestników i obiektów biznesowych w zgodzie ze zmianami strategicznymi,
  • Integracja modyfikacji do komponentów procesów biznesowych.

Wpływ na elementy systemu IT

  • Struktury zorientowane na cel w systemie, które wspierają zarządzanie zmianami
  • Jak rozpoznać usługi (lub funkcje systemu) oraz przypadki użycia, które muszą reagować  na zmiany
  • Jak opisywać wpływ zmiany na zachowanie usługi (lub funkcji sytemu) i elementów przypadku użycia
  • Integracja zmian od SOA w celu przygotowania przypadków testowych

Wnioski

  • Kroki efektywnego przedsiębiorstwa w ujęciu Agile / System Architecture Development Methodology,
  • Możliwość śledzenia wymagań biznesowych wobec struktur systemu IT w celu lepszego zarządzania nimi w obliczu zmian.
296684 Programowanie Aplikacji Webowych z Java EE 6 / 7 28 hours

Kurs przeznaczony jest dla osób, które chcą nauczyć się projektować i programować Aplikacje Webowe (WebServices) w środowisku Java EE 6 bądź 7. Podczas szkolenia uczestnicy poznają szereg możliwości oferowanych przez WebServices, standardy tworzenia tych aplikacji, protokół SOAP i przetwarzanie komunikatów, usługi typu REST oraz wiele innych pozwalających na sprawną pracę z tą technologią.

Do każdego z punktów szkolenia zostały zaplanowane odpowiednie ćwiczenia, tak aby uczestnicy nabyli praktyczne umiejętności oraz potrafili rozwiązać napotkane case'y w swojej codziennej pracy.

Przegląd JEE

JEE

  • Środowisko JEE
  • Architektura Servletów
  • Servlety i żądania http, model HTTP
  • Architektura MVC
  • Cykl życia serwletu HTTP
  • Pisanie i uruchamianie Servletów HTTP
  • Przekazywanie i Łącznie
  • Parametry żądania
  • Inicjowanie i kontekst serwletu - Parametry
  • Stan Aplikacji Web i zarządzanie sesją
  • Adnotacje w JEE 6
  • Przetwarzanie asynchroniczne (obsługa Ajax)

JSP

  • Jak pracować z JSP
  • Tworzenie Java Server Page
  • Architektura aplikacji internetowych
  • Elementy JSP i XML
  • Wywołania
  • Obiekty niejawne
  • Obsługa błędów
  • Własne Tagi i biblioteki Tagów
  • Język wyrażeń JSP
  • Wyrażenia EL
  • Zmienne i funkcje

JSF

  • Cykl życia JSF
  • Standardowe Tagi JSF
  • Wyrażenia JSF
  • Tworzenie i korzystanie z Beans
  • Nawigacja stron JSF
  • Konwersja i walidacja danych wejściowych
  • Obsługa zdarzeń
  • Użycie Ajaxa z JSF
  • Facelety
  • Korzystanie z szablonów
  • Dostęp do Beans z wykorzystaniem CDI
  • Osadzenie kontekstu zależności w JEE
  • Zarządzanie ziarna za pomocą CDI

Przegląd JPA

  • Analiza JPA
  • Klasy encyjne
  • Użycie adnotacji JPA
  • Entity Manager
  • Java DB
  • Transakcje

Wprowadzenie do usług sieciowych

Protokół SOAP

  • struktura komunikatu, rola przestrzeni nazw,
  • sposób przesyłania danych, metadanych, informacji o błędzie i danych binarnych,
  • wykorzystanie narzędzia SOAP UI do testowania komunikacji SOAP.

Przetwarzanie komunikatów SOAP – SAAJ

  • struktura komunikatu w SAAJ, wykorzystanie interfejsu DOM,
  • tworzenie, wysyłanie i odbieranie komunikatów,
  • załączniki binarne,
  • stworzenie klienta w technologii SAAJ oraz serwera w technologii SAAJ+servlet.

Język opisu usług sieciowych WSDL

  • podstawy XML Schema i jego rola w WSDL,
  • struktura komunikatów w stylach RPC, Document oraz „Document-Wrapped”,
  • wiązanie z protokołem SOAP,
  • stworzenie opisu własnej usługi sieciowej.

JAXB – mapowanie między XML a obiektami Javy

  • scenariusz Java → XML Schema; dostosowywanie mapowania za pomocą adnotacji,
  • scenariusz XML Schema → Java; dostosowywanie mapowania za pomocą adnotacji w schemacie lub osobnym pliku XML,
  • wykorzystanie klas narzędziowych JAXB.

Usługi sieciowe w Javie – JAX-WS

  • wysokopoziomowe tworzenie usług sieciowych zgodnie ze scenariuszem Java → WSDL (bottom-up) oraz WSDL → Java (top-down),
  • adnotacje JAX-WS i dostosowywanie usług,
  • niskopoziomowe aspekty JAX-WS: implementacja usługi jako provider-a, handler-y, wywołania asynchroniczne,
  • stworzenie własnej usługi sieciowej oraz jej klienta.

UDDI i JAXR – krótkie omówienie.

Podsumowanie i przegląd dodatkowych standardów usług sieciowych

WebServices

  • WS-Interoperability Basic Profile,
  • WS-Addressing,
  • WS-Security.

Usługi sieciowe w stylu REST

  • idea i praktyka,
  • porównanie z usługami opartymi o SOAP.

Usługi REST w Javie – JAX-RS

  • adnotacje i ich rola,
  • obsługa różnych formatów kodowania danych (tekst, XML, JSON, dane binarne),
  • stworzenie własnej usługi w stylu REST i jej klienta (w implementacji RESTEasy).
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).  
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
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.
  1. Agile Software Development
    1. The Fundamentals of Agile Software Development
    2. Aspects of Agile Approaches
  2. Fundamental Agile Testing Principles, Practices, and Processes
    1. The Differences between Testing in Traditional and Agile Approaches
    2. Status of Testing in Agile Projects
    3. Role and Skills of a Testiner in an Agile Team
  3. Agile Testing Methods, Techniques, and Tools
    1. Agile Testing Methods
    2. Assessing Quality Risks and Estimating Test Effort
    3. Techniques in Agile Projects
    4. Tools in Agile Projects
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.
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

  1. Choosing type of company
    1. WOFE
    2. Partnership
    3. Franchise
    4. Others
  2. Legal requirements
  3. Process, departments and permissions
  4. Limitation of operations in China

Choosing Location

  1. Regulations in different areas
  2. Free trade-zones
  3. Municipalities
  4. Office renting requirements
  5. Choosing office provider

Business Operations

  1. Company chops (stamps)
    1. Significance of chops
    2. Types of chops
  2. Hiring
  3. Subcontracting
  4. Basics of accountancy in China

Marketing

  1. Website
    1. Where to host
    2. Permission to host in mainland china
    3. Search Engine Optimization
  2. Online Marketing
  3. Offline Marketing

Very Short Cultural Hints

  1. Learning the language
  2. Myths
  3. Other things you shall know
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
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

416972 Tunning serwerów aplikacyjnych JBoss7 i Jetty 8/9 14 hours

Szkolenie dla programistów, wdrożeniowców i administratorów aplikacji związanych ze specyfikacją Java EE, chcących nauczyć się wykorzystywać i administrować serwerem aplikacyjnym.

Przegląd serwerów aplikacyjnych dla Java

  • Wprowadzenie do JEE
  • Ogólna architektura serwerów aplikacyjnych
  • Profile serwerów aplikacyjnych (WEB, FULL)
  • Przegląd i porównanie komercyjnych i bezpłatnych serwerów aplikacyjnych

Zastosowanie i optymalizacja na przykładzie Jboss i Jetty

  • Możliwości serwerów
  • Rozwiązania o podwyższonej niezawodności
  • Skalowalność rozwiązań opartych o serwery aplikacyjne

Konfiguracja w praktyce Jboss7 i Jetty8/9

  • Zalecenia producentów omawianych serwerów aplikacyjnych dotyczące wysokiej wydajności - omówienie poszczególnych zaleceń
  • Inne dobre praktyki dotyczące konfiguracji omawianych serwerów

JVM – strojenie GC

  • Zasada działania maszyny wirtualnej
  • Omówie maszyn wirtualnych dostepnych na rynku
  • Model pamięci maszyny wirtualnej
  • Garbage Collector - zasada działania, algorytmy czyszczenia pamięci, wybór strategii działania garbage collectora.
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
295300 Prototypowanie interaktywnych makiet - Axure 14 hours

Szkolenie przeznaczone dla programistów, project managerów, analityków, projektantów wszystkich osób chcących poprawić komunikacje z klientem . Dzięki tworzeniu prototypu aplikacji czy strony, możemy wyeliminować niezgodności zanim developrzy podejdą do realizacji projektu.

Tworzenie makiet

  • interface aplikacji

  • funkcjonalności

  • widgetów

  • mapa strony

  • edycja masterów

  • notatki

tworzenie statycznych makiet strony, aplikacji

  • strona główna,

  • formularz,

  • logowanie,

  • landing page,

  • oferta

Prototypy

  • dynamic panel

  • interakcje dla obiektów

  • przejście pomiędzy stronami

  • interakcje i stany

  • zdarzenia warunkowe

  • generowanie prototypu i specyfikacji

  • tworzenie i komunikacja zalecenia dla grafików oraz developerów.

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.

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.

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
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
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
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

463784 Agile w projektach zdalnych 14 hours

Pracownicy, którzy nie mają przez kilka miesięcy bezpośredniego kontaktu z firmą tracą z nią więź i motywację do pracy. Synchronizacja pracy programistów znajdujących się w różnych zakątkach świata. Różnice kulturowe oraz inna strefa czasowa klienta. To tylko niektóre z problemów jakie trzeba rozwiązać, aby projekt w środowisku zdalnym zakończył się sukcesem.

Szkolenie ma na celu uświadomić uczestnikom genezę problemów charakterystycznych dla projektów zdalnych oraz pomóc je rozwiązać. Przedstawione zostaną rozwiązania wywodzące się ze zwinnego zarządzania projektami (Agile) takimi jak Scrum, Kanban czy Extreme Programming.

Zajęcia odbywają się w formie warsztatu, co pozwoli uczestnikom zastosować poznane narzędzia w praktyce zaraz po szkoleniu.

Szkolenie przeznaczone jest głównie dla Scrum Masterów, Product Ownerów oraz Project Managerów pracujących w projektach zdalnych. Jednak dostarczy również wartości pozostałym uczestnikom projektu zdalnego.

Wstęp:

  • Wprowadzenie do Agile
  • Definicja projektu zdalnego
  • Zalety projektów zdalnych
  • Problemy występujące w projektach zdalnych

Największe wyzwania w projekcie zdalnym:

  • Wzmocnienie więzi pracowników zdalnych z firmą
  • Synchronizacja pracy w zespole
  • Zdalny Daily Scrum
  • Zapewnienie transparencji projektowej
  • Budowanie samoorganizacji i odpowiedzialności za projekt
  • Inspect & Adapt - empiryczne podążanie za zmianą
  • Prowadzenie zdalnej retrospektywy
  • Usprawnienie komunikacji
  • Organizowanie spotkań w środowisku zdalnym
  • Praca ze zdalnym klientem
  • Szybkie dostarczanie wartości klientowi
464147 Mentoring and Coaching 7 hours

The aim of this one day course is to provide delegates with mentoring and coaching skills for the workplace. By the end of the course, delegates will be able to:

  • State the difference between mentoring and coaching
  • Discuss relevant learning theories
  • Describe different learning styles
  • Explain the feedback model
  • Outline basic coaching principles
  • State the component parts of the GROW coaching model 
  • Introduction to mentoring and coaching
  • Theories to learning
  • Learning styles
  • Effective Feedback
  • Principles of Coaching
  • The GROW model
110338 Agile Software Testing 14 hours

 

Kurs ten został stworzony dla kierowników zespołów testowych, testerów, programistów oraz kierowników projektów w celu wyjaśnienia, jak metodyka Agile (w szczególności SCRUM) podchodzi do tematu testowania.

Po ukończeniu szkolenia każdy uczestnik będzie potrafił zaprojektować i wdrożyć plan testów dla przykładowej aplikacji.

Skąd pochodzą wymagania?

  • Tradycyjna analiza biznesowa
  • Przypadki Użycia, Scenariusze i Testy
  • Wymagania niefunkcjonalne
  • Wydajność
  • Zgodność
  • UML i Analiza Biznesowa

Wstęp do testowania

  • Testy funkcjonalne
  • Testy regresji
  • Testy akceptacyjne (UAT)
  • Testy jednostkowe
  • Testy użyteczności
  • Testy niefunkcjonalne
  • Testy wydajności
  • Testy obciążenia
  • Testy przeciążenia
  • Testy Soak (wygrzewania)

Testować czy nie testować

  • Kto podejmuje decyzje co należy przetestować?
  • Koszt niekoniecznych testów
  • Kalkulowanie ROI (co jeśli coś zawiedzie w analizie)
  • Rola zarządzającego testami

Proces testowania

  • Testowanie jest procesem i strategią
  • Identyfikacja obiektów testowania
  • Zbieranie wymagań (przypadki użycia, historyjki użytkownika)
  • Zakres (wybór i priorytety scenariuszy)
  • Projektowanie testów
  • Przygotowanie danych
  • Przygotowanie środowiska
  • Tworzenie i nagrywanie testów
  • Przeprowadzenie testów
  • Analiza i raporty
  • Konkluzje i poprawa
  • Kiedy powiedzieć „stop”

Właściciel produktu i testy

  • Przedstawiciel klienta i priorytety testów
  • Priorytety testów
  • Tworzenie efektywnych historyjek do testów UAT
  • Kryteria akceptacji
  • Praca zespołu przy tworzeniu wymagań odbiorcy, tworzenie historyjek na podstawie wymagań: tworzenie testu

Sprint

  • Backlog sprintu i testy historyjek użytkownika
  • Praca grupowa przy planowaniu sprintu

Kończenie Sprintu

  • Retrospektywa i testy

Testowanie zwinne a tradycyjne

  • Porównanie z innymi metodykami
  • Wady i zalety testowania zwinnego
  • Tradycyjne metody testowania – przegląd
165039 Planowanie strategiczne w praktyce 14 hours

Ten kurs został stworzony dla inwestorów, właścicieli firm, dyrektorów, menedżerów i analityków, którzy chcą rozwijać umiejętności strategicznego planowania. Kurs koncentruje się na planowaniu strategicznym firm w których elastyczność i nieustanny rozwój jest najważniejszy. Największy nacisk kładziemy na strategie inwestycyjną firmy, wykorzystujemy do tego celu aktualne przykłady. Każdy uczestnik szkolenia będzie miał okazję, aby stworzyć własny plan strategiczny i dowiedzieć się jak wykorzystać go w praktyce.

 

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?

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
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)
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
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.

463929 Enterprise Architectures : Prepare your TOGAF 9.1 Certification 21 hours

Enterprise Architecture using TOGAF 9.1 - Alternate Durations :

Foundation Level : 3 days / Certified Level : 4 days

Objective:

This training course aims at helping attendees to understand how to execute Enterprise Architecture to meet the business goals using the Architecture Development Method (ADM) and techniques recommended by the Open Group's Architecture Framework.

It also helps attendees to be prepared via sessions of questions and responses for taking the two level exams of TOGAF Certification.

Concepts explained during the training course are reinforced by examples, exercises and a case study whose solutions are worked out and presented by groups of attendees. Abstract concepts are systematically concretized using illustrations via an EA tool.

Introduction to TOGAF 9.1 for the Enterprise Architecture

  • Issues in managing transformation and aligning IT with changing strategies
  • Contribution to the business value
  • Concepts and Terminology for TOGAF 9.1 "Foundation" and "Certification" Exams

Managing Transformation

  • Approach for managing transformation according to TOGAF 9.1
  • Structures and usage of the TOGAF 9.1 Frameworks
  • Roadmap, Transition Architectures

Architecture Development Method

  • (ADM) : Scope, phases, objectives, approaches, inputs, outputs, steps

Techniques and key deliverables of the ADM Cycle&

  • Organization model, goals, principles, repositories, tools, request vs. statement for architecture work, stakeholder management, views and viewpoints, patterns, business scenarios, gaps, roadmap, migration planning, conformance reviews, etc.

Recommendations for adapting the ADM

  • Scope, architecture domains, timing, levels, iterations

Architecture Content Framework:

  • Content meta-model, architecture elements, deliverables, artifacts, building blocks

Enterprise Continuum:

  • Architecture partitioning, architecture repository, reuse, relationships with the phases of the ADM

Reference Models:

  • Architecture base, technical reference model (TRM), integrated information infrastructure reference model (III-RM).

Architecture Capability Framework:

  • Architecture governance, architecture board, architecture conformance reviews, architecture skills framework, maturity models.

How Archimate 2 complements TOGAF 9.1?

  • Support from Archimate 2.1 to TOGAF Phases,
  • Modeling Elements of the Business, Application and Technology Architectures
  • Viewpoints and inter-relationships between layers : Bridging Goals, Drivers, Requirements, ...toward Work Packages and Transition Architectures Increments

Perspectives

Tools

  • Application through a case study is done by group members at the end of each appropriate chapter
  • Different Concepts and their relationships are also systematically illustrated using an EA tool
  • Delegates are prepared for their TOGAF Certification Exams using test questions

Recap : Review of Concepts regarding TOGAF 9.1 Certification Exams : Levels L1 and L2

Provided by GooBiz

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.
282944 Bezstresowe zarządzanie sobą w czasie - jak mieć zawsze określone cele i być efektywnym w ich realizacji. 14 hours

Umiejętności zdobyte podczas kursu: Szkolenie wskaże Tobie drogę, jak efektywnie zarządzać swoją pracą.

Podczas szkolenia dowiesz się o wielu prostych zasadach, które pomogły w osiągnięciu sukcesu u innych.

Szkolenie pozwoli Tobie znaleźć motywację i określić konkretne działania, żeby osiągnąć swój cel

1. Określenie swoich celów w czasie

- dlaczego określanie celów jest ważne?

- sposoby na określanie celów

- efektywność w realizacji zadań

- różne metody określania celów i priorytetów krótko i długo terminowych

- droga dojścia do założonych celów - warsztatowo

2. Asertywność

- jak być asertywnym

- jak radzić sobie z asertywnością innych

- odmowa, która nie zaburza komunikacji

3. Motywacja

– dlaczego warto?

- poznaj siebie i określ swoje motywatory

- różne podejścia do motywacji

- jak motywować siebie oraz innych do bardziej efektywnej pracy

4. Wypracowanie swojego sposobu na monitoring realizacji celów

- plany, tabele, formatki

- narzędzia do określania i monitoringu celów

- praca warsztatowa z określonymi celami i sposobem ich osiągnięcia

- case study wypracowane przez uczestników szkolenia

165107 Xcelsius 14 hours

Opis:

Na szkoleniu Xcelsius , kursanci będą używać Xcelsius do stworzenia interaktywnych wizualizacji do prezentowania złożonych danych w prosty sposób, oraz przeprowadzenia analizy w celu podejmowania kluczowych decyzji. Kursanci będą również tworzyć pulpity nawigacyjne, które bedą prezentować firmę, projekty, informacje o zasobach ludzkich, wszystkie skonsolidowane i przedstawione w sposób przyjazny dla użytkownika. Na koniec, kursanci będą umieli publikować pulpity nawigacyjne do róznych formatów, takich jak Adobe Flash, Microsoft Office PowerPoint, Adobe PDF, a także do sieci.

Cele:

Po pomyślnym ukończeniu kursu, uczestnicy będą mogli:

  • Odkryć obszar roboczy Xcelsius i już istniejący pulpit nawigacyjny.
  • Tworzyć proste wizualizacje
  • Przeprowadzac analizę danych za pomocą elementów Xcelsius, które nadają dynamiczną funkcjonalność  dla określonych danych
  • Stworzyć pulpit nawigacyjny zarządzania projektami.
  • Stworzyć pulpit nawigacyjny do konsolidowania i prezentowania informacji o zasobach ludzkich organizacji
  • Zakończyć pulpity i eksportować je do różnych formatów plików.

Odbiorcy:

Ten kurs przeznaczony jest dla profesjonalistów, którzy przeprowadzają analizy danych i potrzebują przedstawić solidne i terminowe dane w interaktywnej wystawie.

 

 

1: Pierwsze kroki z Xcelsius

  • 1A: Poznaj interfejs Xcelsius
  • 1B: Poznaj pulpit nawigacyjny

2: Tworzenie prostych i interaktywnych wizualizacji

  • 2A: Tworzenie prostego wykresu Xcelsius 
  • 2B: Zarządzanie osobistymi finansami za pomocą pola wartości
  • 2C: Organizowanie poziomów informacji za pomocą filtrów
  • 2D:Przeprowadzenie analizy porównawczej korzystająć z kreatora list i wykresu liniowego

3:Przeprowadzenie analizy danych

  • 3A: Przeprowadzenie analizy trendów używając combo box
  • 3B: Przeprowadzanie analizy popytu za pomocą menu opartego na etykietach
  • 3C: Przeprowadzanie analizy popytu bazującej na regionie za pomocą map.
  • 3D:Prognoza dochodów za pomocą suwaków oraz ustalenie skali.

4:Tworzenie pulpitu nawigacyjnego zarządzania projektami

  • 4A: Uzyskiwanie szczegółowego stanu bieżących projektów przy użyciu funkcji drążenia.
  • 4B: Analiza efektywności zasobów za pomocą menu Fisheye Picture i innych narzędzi
  • 4C: Analiza wykorzystania zasobów korzystając z wykresu złożonego

5: Tworzenie pulpitu zasobów ludzkich

  • 5A: Tworzenie pulpitu za pomocą schematu organizacyjnego
  • 5B: Przeprowadzenie analizy utraty klientów

6: Finalizacja pulpitów

  • 6A: Tworzenie skrótów
  • 6B: Publikowanie paneli
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

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
13020 Artificial Intelligence Overview 7 hours

Kurs ten został stworzony dla menadżerów, architektów, analityków biznesowych i systemowych, menedżerów oprogramowania oraz wszystkich zainteresowanych przeglądem stosowania sztucznej inteligencji i prognozą dla jej rozwoju.

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
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
464042 SOA Design using TOGAF, 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

464046 Leveraging Business Agility - TOGAF 9.1 and ArchiMate 2 in Practice 14 hours

Designing your Enterprise Architecture using TOGAF 9.1 and ArchiMate 2 in Practice

(2 or 3 days for TOGAF Certified Architects or people that are interested in putting TOGAF in practice using an EA Framework)

Objective:

This course aims at helping attendees understand how to applyTOGAF 9.1 and ArchiMate 2 in practice to meet the enterprise business goals and strategies.

Concepts and techniques explained during the course are progressively applied by the attendees using a case study and different exercises on it.

Essential concepts of TOGAF (Reminder) and Introduction to ArchiMate 2

  • 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

Provided by GooBiz

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.
296715 MS Excel - moduł Business Intelligence 14 hours

Kurs przeznaczony jest dla osób, które chciałyby się zapoznać oraz nauczyć korzystać z nowej funkcjonalności MS Excel 2013, przeznaczonego dla Business Inteligence.

Wstęp

  • nowe możliwości Excela w Business Inteligence
  • czym jest Power Query
  • czym jest PowerPivot
  • czym jest Power View
  • czym jest Power Map
  • czym jest Power Inquire
  • czym jest Solver
  • instalacja dodatków

Dodatek Power Query

  • import i transformacje źródeł plikowych
  • import i transformacja źródeł internetowych

Wprowadzenie do PowerPivot i praca z danymi

  • omówienie kontrolek slicer
  • filtrowanie danych
  • formatowanie komórek
  • zmiana typu danych
  • dostosowanie arkusza danych

Pobieranie danych z różnych źródeł do PowerPivot

  • pobieranie danych z baz danych
  • pobieranie danych z MS Excel
  • pobieranie danych z plików TXT
  • pobieranie danych typu Copy-Paste
  • tworzenie tabel linkowanych

Tworzenie tabel przestawnych korzystających z PowerPivot

  • tworzenie tabeli przestawnej
  • reorganizowanie tabeli przestawnej
  • dodawanie miar wyliczanych do tabeli przestawnej
  • zmiana rodzaju funkcji tabel przestawnych

Tworzenie wykresów przestawnych korzystających z PowerPivot

  • tworzenie wykresu przestawnego
  • reorganizowanie wykresu przestawnego

Odświeżanie danych w arkuszu PowerPivot

Tworzenie i zarządzanie relacjami w PowerPivot

Wprowadzenie do wyrażeń DAX (Data Analysis Expressions)

  • omówienie DAX
  • rodzaje funkcji
  • operatory
  • kolumny wyliczane oraz miary
  • obsługa błędów

Arkusze Power View

tabele:

  • sortowanie
  • filtrowanie
  • wykresy
  • mapy

Dodatek Solver

  • problemy, które można rozwiązać dzięki dodatkowi
  • omówienie konfiguracji narzędzia
  • przykłady optymalizacyjne

Dodatek Inquire

  • omówienie koncepcji dodatku
  • przegląd projektu arkuszy
295294 Analiza biznesowa i systemowa z użyciem notacji UML - warsztat praktyczny dla PO w metodyce Scrum 21 hours

Proces biznesowy

  • pojęcie procesu biznesowego
  • modelowanie procesów biznesowych
  • model biznesowy a analityczny - powiązania i elementy

Modelowanie procesów biznesowych

  • diagramy związane z procesami biznesowymi
  • mapowanie i dokumentowanie procesów biznesowych

Analiza wymagań

  • pojęcie wymagania
  • zbieranie i dokumentowanie wymagań
  • relacje pomiędzy wymaganiami
  • powiązania wymagań z warstwą analityczną

Modelowanie rozwiązania

  • rodzaje podejścia do modelowania domeny
  • racjonalizowanie głębokości analizy
  • analiza a ryzyka projektowe

Model rozwiązania a metodyki zwinne

  • metodyki zwinne - szanse i zagrożenia
  • korelacja pomiędzy dokumentacją a elementami metodyk zwinnych

Techniki weryfikacji poprawności modelu

  • techniki nieformalne weryfikacji poprawności
  • przegląd technik formalnych weryfikacji poprawności
  • procedury weryfikacji poprawności w trakcie prowadzenia projektu

Organizowanie dokumentacji projektu

  • dobre praktyki
  • zapewnienie śledzenia zmian
  • aspekty bezpieczeństwa i wersjonowania

Osadzenie prac analitycznych w ramach metodyk zarządczych

  • metodyki zarządcze a prace analityczne
  • aspekty wpływu
  • kontrola przebiegu projektu a praca analityczna
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
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
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
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
57298 Zarządzanie wymaganiami 21 hours

Zarządzanie wymaganiami jest dziedziną aktywności biznesowej mającą na celu określenie rzeczywistych potrzeb użytkowników w stosunku do tworzonego produktu oraz działań niezbędnych dla wytworzenia takiego produktu. Zarządzanie wymaganiami zajmuje się również pomiarem użyteczności produktów przy porównaniu i wyborze optymalnej oferty na produkt z wielu dostępnych wariantów oferowanych przez różnych dostawców. Zarządzanie wymaganiami obejmuje również bieżącą ocenę gotowości produktu w trakcie tworzenia oraz ocenę zgodności produktu z potrzebami użytkownika po jego wytworzeniu.

Zarządzanie wymaganiami jest jedną z bardziej istotnych faz projektowania produktu, od której jakości realizacji zależy bezpośrednio liczba wytworzonych błędów w produkcie skutkujących koniecznością nanoszenia poprawek i przeprowadzania ponownych testów do momentu wytworzenia produktu zgodnego z potrzebami użytkownika.

 

Uczestnicy szkolenia zdobędą wiedzę:

  • techniki zbierania i precyzowania wymagań 
  • modelowanie i weryfikowanie wymagań (omówienie narzędzi służących do modelowania wymagań, prcesów biznesowych
  • zasady organizowania dokumentów i skuteczne przekazywanie ich wykonawcom
  • dobre praktyki przy realizacji projektów IT

 

Forma szkolenia:

  • wykłady (50%)
  • warsztaty (10%)
  • ćwiczenia parktyczne (20%)
  • praca indywidualna (10%)
  • praca w grupach i dyskusja (10%)

Moduł I

  • Cykl życia produktu a zarządzanie strategiczne. Definicje pojęć, ustrukturyzowanie procesu zbierania i prioretyzowania wymagań względem dostarczanej użyteczności w czasie.
  • Skąd biorą się problemy w projektach IT
  • Tworzenie poprawnej komunikacji między zamawiającym a wykonawcą
  • Pojęcia związane z analizą wymagań (intresariusze, produkty itp)
  • Analiza i jej miejsce w projekcie informatycznym
  • Ocena roli wymagań w odbiorze systemu i testowaniu
  • Planowanie i organizacji projektu IT - dobre praktyki

Moduł II

  • Analityk - pożądane cechy, metody rozwoju, rola
  • Różnica pomiędzy potrzebą a wymaganiami
  • System wartości wykonawcy i klienta
  • Wymagania i ryzyko po stronie wykonawcy i klienta
  • Określanie jakości rozwiązań IT poprzez wymagania niefunkcjonalne
  • Zbieranie wymagań - techniki i zakresy ich zastosowania
  • Prowadzenie wywiadu
  • Metody prowadzenia spotkań
  • Dokumentowanie zebranych wymagań

Moduł III

  • Zarządzanie problemami i zmianami wymagań w projektach IT 
  • Weryfikowanie i precyzowanie informacji
  • Formalizmy, notacje, modele (UML, BPMN)
  • Prototypowanie i testowanie procesów
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
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
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
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.

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 Simple Object Access Protocol

  • 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
295314 Scrum - Step by Step 14 hours

Szkolenie przeznaczone jest zarówno dla uczestników początkujących, jak i zaawansowanych. W trakcie szkolenia będzie przekazana wiedza obejmująca zakres egzaminu Professional Scrum Master I (http://www.scrum.org/psmoverview). Każdy z uczestników będzie miał szansę zapoznać się z formą egzaminu, podczas próbnej sesji testowej.

Forma zajęć: dyskusja + ćwiczenia praktyczne.

SCRUM jest obecnie najbardziej popularną metodą zarządzania procesem wytwórczym oprogramowania, zaliczanym do metodyk zwinnych. Kurs ma na celu zapoznać uczestników z metodyką SCRUM krok po kroku.

Wprowadzenie do Metod Zwinnych - Agile

  • Podejście Klasyczne - Waterfall
  • Lean Management
  • Agile Manifesto

Scrum

  • Historia Sruma
  • Inspekcja, Adaptacja i Transparentność
  • Scrum Master
  • Product Owner
    • Zwrot z Inwestycji (Return of Investment - ROI)
    • Całkowity Koszt Realizacji (Total Cost of Ownership - TCO)
  • Zespół deweloperów
    • Samoorganizacja
    • Dług techniczny
    • TDD - Test Driven Development
  • Sprint
  • Spotkania w Scrumie
    • Daily Scrum
    • Planowanie
    • Retrospektywa
    • Review
  • Product Backlog
    • Tworzenie User Stories
    • Estymacja
    • Planning Poker
  • Sprint Backlog
    • Burndown chart
  • Definition of Done
  • Skalowalność Scruma

Ćwiczenia praktyczne:

  • Samoorganizacja
  • Inspect & Adapt
  • Grupowa estymacja - Planning Poker
  • Sesja Testowa
  • Tworzenie Product Backlogu
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
118122 WildFly Application 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

Module 7. JBoss Drools - Introduction

  • Getting the software
  • Installing the BRMS/Guvnor
  • Installing the Drools plug-in

Module 8. Using the Guvnor

  • General Navigation
  • Administration (Rules, Packages, Deployment)
  • Building a Guided Rules with the Guvnor
  • From Guvnor to JBoss IDE
  • Testing your Rules
295295 Techniki coachingowe w pracy Scrum Mastera - warsztat praktyczny 21 hours

Model komunikacyjny w biznesie

  • komunikacja jako taka
  • aspekty błędów i braku porozumienia
  • metamodele komunikacji

Wartości pracownika a efektywność pracy

  • metamodele i metaprogramy pracownika
  • praca na wartościach
  • definiowanie precyzyjnego celu

Techniki motywowania

  • zwinny model motywacyjny
  • budowanie sprawczości

Budowanie kompetencji zespołu i jego członków

  • kompetencje - czym są i jak je ocenić?
  • konsekwencje organizacyjne pominięcia aspektu kontroli kompetencji

Monitorowanie postępów

  • kontrola postępów w metodykach zwinnych - rys psychologiczny
  • pętla kontroli

Interwencje

  • rola interwencji w pracy Scrum Master'a
  • interwencja - opłacalność i konsekwencje
  • cele i skutki interwencji
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
295291 Międzynarodowe Standardy Rachunkowości 7 hours

Adresaci szkolenia:

* pracownicy działów finansowo-księgowych,
* osoby chcące poszerzyć swoją wiedzę w zakresie księgowych aspektów ujmowania i wyceny aktywów i pasywów w świetle przepisów międzynarodowych,
* specjaliści ds. księgowości, specjaliści ds. finansów, pracownicy spółek odpowiedzialni za wdrożenie MSR / MSSF, pracownicy działów księgowych i finansowych,
* wszystkie osoby zainteresowane tematyką Międzynarodowych Standardów Rachunkowości.

I. Międzynarodowe Standardy Rachunkowości – istota, cele, tematyka, struktura i zasad sprawozdawczości według MSR/MSSF.
1. Zastosowanie MSSF po raz pierwszy (MSSF 1) – zasady wdrożenia.
2. Nadrzędne zasady przygotowywania i prezentacji sprawozdań finansowych.
3. Bilans otwarcia na dzień przejścia
4. Zasady rachunkowości, zmiany oszacowań, błędy księgowe (MSR 8)
5. Zdarzenia po dniu bilansowym (MSR 10).
6. Prezentacja sprawozdania finansowego (MSR 1, MSR 33, MSR 34) – omówienie części składowych:
- bilans,
- rachunek zysków i strat,
- rachunek przepływów pieniężnych,
- śródroczna sprawozdawczość finansowa.

II. Wybrane pozycje sprawozdania finansowego wg MSR/MSSF
1.Rzeczowe aktywa trwałe (MSR 16).
- ujmowanie rzeczowych aktywów trwałych,
- wycena środków trwałych po początkowym ujęciu,
- nakłady ponoszone w terminach późniejszych,
- amortyzacja – cel, zasady i metody,
- analiza składnikowa.

2. Nieruchomości inwestycyjne (MSR 40)
- definicja,
- metody wyceny oraz ustalanie wartośc,
- przeklasyfikowanie nieruchomości inwestycyjnych.

3. Wartości niematerialne i prawne
- definicja,
- księgowanie wartości niematerialnych i prawnych (wartość początkowa, późniejsze wydatki),
- czas użytkowania a amortyzacja,
- koszty prac rozwojowych i badawczych.

4. Utrata wartości aktywów (MSR 36)
- definicja,
- testy na utratę wartości aktywów,
- etapy określania utraty wartości,
- wartość odzyskiwania,
- księgowanie utraty wartości.

5. Aktywa przeznaczone do sprzedaży oraz działalność zaniechana (MSSF 5)
- klasyfikacja,
- prezentacja długoterminowego składnika aktywów do zbycia.

6. Leasing (MSR 17)
- rodzaje umów leasingu,
- leasing operacyjny i finansowy – kwalifikacja i prezentacja.

7. Zapasy (MSR 2) – zasady i metody wyceny

8. Rezerwy, zobowiązania warunkowe, aktywa warunkowe (MSR 37)
- zasady ujmowania zobowiązań i rezerw,
- ]ustalanie wysokości rezerw,
- rezerwy zabronione oraz rezerwy o ograniczonym zakresie stosowania,
- koszty restrukturyzacji,
- rezerwy na sprawy sporne i inne przykłady rezerw,
- szczególne ujawnienia w sprawozdaniu finansowym.

9. Świadczenia pracownicze (MSR 19)
- świadczenia krótkoterminowe,
- rozliczanie świadczeń pracowniczych.

10. Przychody ( MSR 18)
- sprzedaż towarów a świadczenie usług – zasady ujmowania

11. Koszty finansowania zewnętrznego (MSR 23) – definicja, zasady, metody ujmowania

12. Różnice kursowe (MSR 21)
- źródła powstawania różnic oraz zasady wyceny

13. Instrumenty finansowe – należności i zobowiązania jako szczególne instrumenty finansowe (MSR 32, MSR 39, MSSF 7)
- definicje ogólne (aktywa finansowe, zobowiązania finansowe, instrumenty pochodne),
- podział i ujęcie aktywów i zobowiązań finansowych,
- wycena zobowiązań finansowych niezabezpieczonych,
- wbudowane instrumenty pochodne,
- pozostałe papiery wartościowe,
- wartość bieżąca należności i zobowiązań,
- prezentacja i szczególne ujawnienia w sprawozdaniu finansowym,

14. Podmioty powiązane (MSR 24).

15. Sprawozdania finansowe grup kapitałowych (MSR 27, MSR 28)
- definicja i metody konsolidacji,
- prezentacja skonsolidowanego sprawozdania.

295299 Agile TDD 7 hours

Szkolenie skierowany jest dla osób pracujących w grupach odpowiedzialnych za rozwój i dostarczanie produktów. Ze względu na specyfikę metodyk zwinnych tematy poruszane podczas szkolenia mają na celu polepszenie współpracy działu biznesowego i IT.

Agile i wzorce wytwarzania produktu

  • Główne założenia Agile
  • Rola testów i Test Driven Developement
  • Redukcja i unikanie powstawania długu technologicznego

Testowanie - podstawy

  • Test jako miara oceny hipotezy
  • Testy "Czarnej skrzynki" i "Białej skrzynki"
  • Co i jak testować?

Rola testów

  • Testy w procesie ciągłej integracji
  • Testy jako czynnik jakości
  • Testy jako dokumentacja wymagań
  • Dlaczego TDD jest mocno związane z metodykami zwinnymi

Możliwości testowania oprogramowania, Rodzaje testów i narzędzia

  • Wybór narzędzia
  • Testy jednostkowe
  • Testy funkcjonalne
  • Testy behawioralne i BDD
  • Testy akceptacyjne
  • Testy regresyjne

Antywzorce testowania

  • Niepoprawne podejście do testowania
  • Nieodpowiedni dobór testów
  • Najczęstsze problemy
  • Niezrozumienie dziedziny problemu

TDD w Scrum

  • Miejsce testów w etapach Scrum
  • Określanie i dokumentacja wymagań User Story
  • Dlaczego testy to zbędny koszt?
  • Gdy czas nagli... Najczęstsze sytuacje z końca sprintu
  • Symulacja projektu: czasu, zysku i kosztów
  • Scrum bez TDD

Mity i nieporozumienia

20934 BPMN 2.0 dla Analityków Biznesowych 21 hours

Szkolenie zostało przygotowane dla analityków biznesowych, którzy chcą wykorzystywać notację BPMN 2.0 w swoich projektach.

W trakcie zajęć głowny nacisk jest położony na praktyczne aspekty specyfikacji BPMN 2.0 jak również implementację popularnych struktur języka.

Szkolenie na formę warsztatową: krótkie wykłady są uzupełniane ćwiczeniami - diagramami do samodzielnego stworzenia na podstawie opisu problemu. Po zakończeniu każdego z ćwiczeń następuje dyskusja, porównanie i ocena rozwiązań przez grupę oraz trenera.

Kurs nie obejmuje zagadnień dotyczących wykonywania diagramów BPMN, koncentruje się na analizie i modelowaniu procesów w BPMN 2.0.

BPMN 2.0 w kontekście zarządzania procesami biznesowymi

  • Definicja procesu biznesowego
  • Sposoby modelowania procesów biznesowych

Typy procesów

  • Choreografia
  • Współpraca
  • Konwersacja

Proces (Orchestration)

  • Private non-executable (internal) business process
  • Private executable (internal) business process
  • Public processes

Podstawowe symbole BPMN

  • Aktywności
  • Bramki
  • Zdarzenia
  • Przepływ sekwencyjny
  • Komunikaty
  • Artefakty

Diagram współpracy

  • Basen = Uczestnik
  • Tory

Przepływ komunikatu

  • Różne sposoby na modelowanie przepływu komunikatów

Projektowanie procesu

Czynności

  • Czynność a zadanie
  • Zadania wykonywane przez ludzi
  • Typy zadań
  • Podproces
  • Czynność wywoływana
  • Pętle i wiele instancji

Dane

  • Modelowanie danych

Zdarzenia

  • Koncepcja zdarzeń
  • Zdarzenia początkowe i końcowe
  • Zdarzenia pośrednie
  • Trigger
  • Najczęściej używane typy zdarzeń
    • Komunikat
    • Zdarzenie czasowe
    • Błąd
    • Eskalacja
    • Anulowanie
    • Kompensacja
    • Łącze

Bramki

  • Rozdzielanie i łączenie ścieżek
  • Bramka XOR
  • Bramka OR
  • Bramka AND
  • Bramka sterowana zdarzeniami
  • Równoległa bramka sterowana zdarzeniami
  • Bramka złożona

Kompensacja

  • Czynność obsługująca kompensację
  • Wyzwalanie kompensacji
  • Obsługa wyjątków a kompensacja

Transakcje

  • Definicja transakcji
  • Wyniki transakcji
    • sukces
    • błąd
    • anulowanie

Choreografia

  • Choreografia a proces
  • Przepływ sekwencyjny
  • Sequence Flow
  • Zdarzenia
  • Bramki

Konwersacje

  • Uczestnik
  • Łącze konwersacji
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
  • Guvnor
  • 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 Guvnor
  • Testing with JUnit

Drools Planner

  • An overview of Drools Planner
  • Simple examples

Integrating Rules with Applications

  • Invoking rules from Java Code
295263 Modelowanie procesów biznesowych z wykorzystaniem Activity 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 Modelowanie procesów biznesowych z wykorzystaniem Activity dla Deweloperów 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 Zarządzanie Procesami Biznesowymi z wykorzystaniem 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 Modelowanie procesów biznesowych z wykorzystaniem UML i BPMN 14 hours

Uczestnicy

Managerowie, konsultanci i analitycy biznesowi, analitycy systemowi oraz każdy, kto jest zaangażowany w analizę i modelowanie procesów biznesowych.

Cele szkolenia

  • Nabycie umiejętności tworzenia wysokiej jakości diagramów procesów
  • Poznanie sposobów modelowania w notacji BPMN
  • Nabycie umiejętności modelowania procesów "as-is"
  • Poznanie sposobów na uproszczenie skomplikowanych procesów

Definicja procesu biznesowego

UML

  • Diagram przypadków użycia
  • Modelowanie biznesowe
  • Biznesowy diagram przypadków użycia
    • Aktor biznesowy
  • Diagram aktywności
  • Biznesowy diagram klas

BPMN

  • BPMN Activity
  • Rodzaje czynności
  • Podstawowe symbole BPMN
  • Rodzaje Podprocesów
  • Sequence Flow
  • Token
  • Rozdzielenie przepływu
  • Bramki (Gateways)
    • Exclusive Gateway
    • Exclusive Gateway Example
    • Parallel Gateway
    • Inclusive Gateway
  • Events
  • Pool and Participant
  • Artifacts
  • Przepływ komunikatu (Message Flow)
  • Podstawowe zdarzenia komunikatów
  • Typy zadań
    • Receive Task
    • Send Task
    • Service Task
    • User Task
    • Manual Task
    • Business Rule Task
    • Script Task
  • Zdarzenia czasowe
    • Interrupting vs. Non-Interrupting
  • Zdarzenia warunkowe
  • Event-Based Exclusive Gateway
    • Event-Based Gateway Starts a Process
  • 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 Kurs ten został stworzony dla menedżerów, analityków biznesowych, projektantów, programistów i ekspertów z danej dziedziny, którzy chcą stworzyć symulacje procesu z jBPM. Szkolenie pokazuje również jak tworzyć testy jednostkowe dla procesów. Podczas kursu najczęściej wykorzystujemy najnowszą stabilną wersję projektu jBPM. Na życzenie możemy zrealizować szkolenie na starszych wersjach jBPM

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 Certyfikacja BPM przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Fundamental 28 hours

OCEB2 Content Developer

NobleProg posiada oficjalny status OMG OCEB 2 Content Developer, który oznacza, że nasze programy szkoleń i materiały szkoleniowe, zostały stworzone przez tych samych ekspertów, którzy są autorami pytań do egzaminów OCEB 2.

 

To szkolenie przygotowuje do egzaminu OMG Certified Expert in BPM (OCEB v2) Fundamental Examination.

Po zakończonym szkoleniu każdy z uczestników może sprawdzić swoją wiedzę na naszej platformie testowej, zawierającej bazę 200 przykładowych pytań egzaminacyjnych.

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 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

This section is based on OMG's Business Process Modeling and Notation Specification (BPMN2).

Business Process Modeling Fundamentals:

  • BPMN2 Basics
  • BPMN2 Diagram Elements
  • Control Flow and Message Flow
  • Activities and Decomposition
  • Events; Gateways
  • Data objects, Artifacts, and Associations
  • Grouping Elements of a Model
  • Difference between Sequential and Parallel flow

Business Process Modeling Skills

This section is based on OMG's Business Process Modeling Notation Specification.

Business Process Modeling Skills: Most questions in this section ask something about a brief scenario presented either as a BPMN2 diagram or in a few sentences.

BPMN2 elements and modeling topics covered include:

  • Pools and Lanes
  • Activities and Subprocesses
  • Gateway logic
  • OR vs AND vs XOR
  • Start and End Events
  • and Timers (e.g. simple Intermediate Event types)

Process Quality, Governance, and Metrics Frameworks

Awareness of Industry Reference Models, and Quality, Metrics, and Governance Frameworks: This section covers its topics at an high level, allowing the candidate to demonstrate awareness of a range of industry frameworks that may prove either beneficial or, for regulatory frameworks, required by law in a project.

Covered frameworks include:

  • the APQC Process Classification Framework
  • SCOR
  • Value Chain Reference Model
  • Business Process Maturity Model (BPMM)
  • Six Sigma
  • Balanced Scorecard
  • COBIT
  • Basel 3
  • and Sarbanes-Oxley
10116 Certyfikacja BPM - przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Business Intermediate 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 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Intermediate 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 Certyfikacja BPM - przygotowanie do egzaminu OCEB Business Advanced 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 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Advanced 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

Cel szkolenia:

Zdobycie umiejętności planowania, nadzorowania i sterowania testowaniem w projekcie informatycznym.

Grupa docelowa:

Osoby kierujące zespołami testowymi lub zarządzające testowaniem w ramach innej roli w projekcie IT. Także kierownicy projektów, właściciele produktów, analitycy biznesowi.

Blok 1: Testowanie, a inne metody zapewnienia jakości – co wybrać?

  • Warsztat 1 – sposoby zapobiegania typowym trudnościom w projektach IT
  • Krzywa Boehma – lepiej zapobiegać niż znajdować błędy
  • Krzywa Rybera – zapobieganie bywa bardzo kosztowne
  • Zasady Deminga, Kolawy oraz czy jakość jest za darmo?

Blok 2: Organizacja testowania w projekcie

  • Warsztat 2 – kto powinien zajmować się testowaniem?
  • Testować powinny osoby mające kompetencje – rodzaje testów, testy akceptacyjne
  • Testowanie własnej pracy
  • Testowanie parami
  • Agile – testowanie odpowiedzialnością całego zespołu
  • Zespól testowy
  • Outsourcing testów
  • „Tester nie jest odkurzaczem”

Blok 3: Proces testowy

  • Warsztat 3 – porównanie przykładów rozmaitych praktyk organizacji czynności testowania
  • Proces testowy w różnych modelach cyklu życia i wytwarzania oprogramowania
  • Zasady dobrego procesu testowego niezależnie od modelu cyklu życia

Blok 4: Praktyka organizacji i dokumentacji testów

  • Warsztat 4 – stworzenie systemu dokumentacji testów przy pomocy narzędzia Accompa
  • Przypadki, instrukcje i scenariusze testowe
  • Testowanie bez specyfikacji
  • Rejestracja wyników testów
  • Zgodność testów z wymaganiami – śledzenie powiązań lub scenariusze akceptacyjne w procesach agile scrum
  • Zgłaszanie błędów (incydentów) i niezgodności
  • Raporty testów, miary pokrycia testowego, kryteria zakończenia (w agile: DoD)

Blok 5: Udoskonalanie procesu testowania i metoda TPI Next ®

202955 Testowanie w Agile 7 hours

Cel szkolenia:

Zdobycie umiejętności w zakresie testowania w projektach realizowanych w ramach Agile Scrum.

Grupa docelowa:

Osoby uczestniczące w zespołach scrum, lub przynajmniej znające zasady framework’u Agile Scrum.

Specyfika testowania w Agile Scrum

Mitologia rzekomej zasadniczej odmienności testowania w Agile

Kwadranty testowe Agile

  • Testy techniczne a testy biznesowe
  • Testy krytyczna a testy wspomagające

Testy jednostkowe w Agile

  • Znaczenie testów jednostkowych
  • Cele TDD
  • Realizacja TDD
  • Narzędzia TDD (na przykładzie JUnit)

Testowanie akceptacyjne w Agile

  • Specyfika kryteriow (scenariuszy) akceptacyjnych, jako przypadków testowych
  • ATDD - automatyzacja testów akceptacyjnych
  • FitNesse i Cucumber - popularne ramy narzędziowe ATDD

Organizacja i odpowiedzialność za testowanie w zespole Agile Scrum

Organizacja zbiorczych testow akceptacyjnych: w ramach przebiegu lub poza przebiegiem

Uwzględnienie kosztów testowania przy szacowaniu pracochłonności:

  • Kwadrant ryzyka
  • Poker ryzyka

Organizacja naprawiania defektów po zakończeniu przebiegu – różne metody

Testy właściwości (niefunkcjonalne) a kryteria DoD w Agile Scrum

201344 Podstawy inżynierii wymagań i analizy 14 hours

Cel szkolenia

Uzyskanie przez uczestników szkolenia podstawowych umiejętności, przydatnych do bezzwłocznego zastosowania w praktyce, w zakresie inżynierii wymagań, analizy biznesowej i analizy systemowej, zarówno jej aspektów organizacyjnych jak i technicznych.

Grupa docelowa

Analitycy (analitycy biznesowi i analitycy systemowi) oraz inżynierowie wymagań, chcący usystematyzować posiadane wiadomości i umiejętności oraz zdobyć nowe, oraz wszystkie osoby, którym potrzebne są umiejętności skutecznego pozyskiwania, analizy i zarządzania zmianami wymagań użytkowników i biznesu: programiści, kierownicy projektów, testerzy, uczestnicy zespołów scrumowych, a także osoby zamawiające oprogramowanie, które potrzebują umiejętnie przekazać swoje potrzeby działom IT lub zewnętrznym dostawcom.

Blok 1: Wymagania bez inżynierii wymagań – praktyki dobre i złe

  • Warsztat 1 – skąd się biorą wymagania tak naprawdę?
  • Inżynieria wymagań czy analiza biznesowa?
  • Inżynieria wymagań ukryta w zarządzaniu projektami
  • Agile, czyli naprawdę doskonała inżynieria wymagań (choć ukryta pod egzotyczną terminologią)
  • Inżynieria wymagań odpowiedzialnością zespołu programistów
  • Jakość to będzie – koszty braku inżynierii wymagań

Blok 2: Jak precyzyjne powinny być wymagania?

  • Warsztat 2 – od czego zależy dokładność książki kucharskiej?
  • Staranność wymagań, jako funkcja konsekwencji awarii
  • Staranność wymagań, jako funkcja wielkości i złożoności produktu
  • Staranność wymagań, jako funkcja właściwości organizacji

Blok 3: Dobre i złe wymagania

  • Cechy (właściwości) dobrych wymagań
  • Przydatne parametry wymagań oraz ich możliwe wartości
  • Dobre wymagania jako elementy rejestru produktu (product backlog) w agile

Blok 4: Sposoby pozyskiwania wymagań

  • Warsztat 3 – poszukiwanie wymagań
  • Wizja biznesowa a wymagania wobec systemu IT
  • Interesariusze: my, oni i ci inni
  • Granica systemu, kontekst systemu i reszta świata
  • Proces pozyskiwania wymagań
  • Techniki pozyskiwania wymagań
  • Walidacja i negocjowanie wymagań

Blok 5: opisywanie wymagań

  • Eksploracyjne określanie wymagań
  • Opis wymagań w języku naturalnym – korzyści i zagrożenia, metody pomocnicze
  • Modelowanie wymagań
    •  Lekkie użycie niepełnego modelowania
    •  Opowieści użytkowników (user stories)
    •  Diagramy przepływu kontroli
    •  Diagramy torów pływackich
    •  Diagramy przepływu danych (kontekstowe)
    •  Diagramy związków encji
    •  UML: diagramy przypadków użycia
    •  UML: diagramy aktywności
    •  UML: diagramy przejść stanów
    •  UML: diagramy interakcji
    •  UML: diagramy strukturalne
  • Opisy wymagań: formaty, wzorce, dokumenty lub narzędzia (ReQtest, DOORS, inne narzędzia)

Blok 6: Wymagania i co dalej?

  • Szacowanie pracochłonności na podstawie wymagań
  • Powiązania wymagań z wizją systemu, ze sobą nawzajem, z architekturą systemu, komponentami oraz z testami
  • Jak sobie radzić ze zmianami wymagań
202956 Podstawy IREB CPRE 7 hours

Cel szkolenia

Uzupełnienie wiadomości na temat inżynierii wymagań, na przykład zdobytych na kursie „Podstawy inżynierii wymagań i analizy”, lub w inny sposób, o umiejętności pozwalające na skuteczne zdanie egzaminu na Certyfikat Podstawowy IREB CPRE (IREB CPRE FL). Zdanie egzaminu wymaga radzenia sobie ze specyficznie sformułowanymi pytaniami testowego egzaminu.

Grupa docelowa

Osoby, które chcą potwierdzić posiadane doświadczenie i wiedzę w zakresie inżynierii wymagań, zdając egzamin na certyfikat IREB CPRE FL.

  • Przegląd sylabusu (planu) wiedzy wymaganej do egzaminu certyfikacyjnego
  • Omówienie tematów nieobjętych programem kursu „Podstawy inżynierii wymagań i analizy”, ale wymaganych do egzaminu, oraz zapoznanie się z terminologią
  • Skąd się biorą, jak odpowiadać na pytania egzaminu próbnego?
  • Wykonanie i omówienie 40 pytań próbnych
202957 Skuteczne pozyskiwanie i negocjowanie wymagań 14 hours

Cel szkolenia

Poznanie i praktyczne wypróbowanie podczas zajęć warsztatowych sposobów skutecznego określania granic systemu i granic kontekstu systemu, identyfikowania interesariuszy, znajdowania wymagań, prowadzenia rozmów z interesariuszami oraz innych technik poznawania ich potrzeb, priorytetyzacji, walidacji oraz negocjowania wymagań z różnymi grupami interesariuszy.

Grupa docelowa

Osoby, które do sprawnego wykonywania zadań potrzebują udoskonalić swoje umiejętności w zakresie technik pozyskiwania wymagań, ich walidacji oraz negocjowania z różnymi grupami interesariuszy projektu.

Blok 1: Umiejętności i warunki wstępne

  • Umiejętności psychologiczne i społeczne
    • Model komunikacji Schulza von Thuna
    • Asertywność
    • Teoria gier
  • Kultury organizacji zamawiającej i realizującej oprogramowanie
  • Relacja firmy z własnym działem IT

Blok 2: Źródła wymagań

  • Identyfikacja i klasyfikacja interesariuszy
  • Zarządzanie dobrymi relacjami z interesariuszami
  • Inżynieria wymagań zorientowana na użytkownika
  • Konstrukcja pomocnicza – persona
  • Poszukiwanie wymagań w dokumentacji:
    • Typowe przydatne dokumenty
    • Zarządzanie informacją znalezioną w dokumentach
    • Wzorce struktur dokumentacji dla różnych rodzajów systemów

Blok 3: Techniki pozyskiwania wymagań

  • Właściwości, klasyfikacja i wybór właściwej techniki pozyskiwania wymagań
  • Techniki zadawania pytań
    • Wywiady
    • Ankiety
  • Techniki obserwacyjne
    • Obserwacje
    • Współudział – czeladnictwo
    • Badanie kontekstowe
  • Techniki twórcze
    • Burza mózgów, paradoks burzy mózgów
    • Metoda 635
    • Sześć kapeluszy DeBono
    • Technika analogii
    • Lista kontrolna Osoborn’a
  • Techniki ponownego użycia
    • Archeologia dokumentacyjna
    • Czytanie z wybranej perspektywy
    • Ponowne użycie wymagań
  • Techniki pomocnicze
    • Prototypowanie
    • Przechadzki użytkowników
    • Scenariusze
    • Krótkie streszczenia celu
    • Pozyskiwanie wymagań zorientowane na cele
    • Wiedza ekspercka
    • Opowieści użytkowników

Blok 4. Techniki negocjowania

  • Rodzaje konfliktów
    • Pięć typów konfliktów
    • Model rozwiązywania konfliktów Glasl’a
    • Wybór właściwych technik
  • Metody konwergencji
    • Porozumienie
    • Kompromis
    • Rozwiązanie wariantowe
  • Metody głosowania
    • Sposoby głosowania i techniki obliczania wyników
    • Zwarcie szeregów
  • Metody analityczne
    • Uwzględnienie wszystkich danych (technika CAF)
    • Plus – minus – interesujące (PMI)
    • Analiza kosztów i korzyści
202958 Pozyskiwanie i konsolidacja wymagań, certyfikat IREB CPRE AL 7 hours

Cel szkolenia

Uzupełnienie wiadomości zdobytych na kursie „Skuteczne pozyskiwanie i negocjowanie wymagań (2 dni)”, lub w inny sposób, o umiejętności pozwalające na skuteczne zdanie egzaminu na Certyfikat Zaawansowany IREB Pozyskiwanie i Konsolidacja Wymagań (IREB CPRE AL. E&C). Zdanie egzaminu wymaga radzenia sobie ze specyficznie sformułowanymi pytaniami testowego egzaminu, czego uczymy podczas tego 1-dniowego kursu.

Grupa docelowa

Osoby, które chcą uzyskać certyfikat potwierdzający ich wiedzę w zakresie pozyskiwania i negocjowania wymagań.

  • Przegląd sylabusu (planu) wiedzy wymaganej do egzaminu certyfikacyjnego
  • Omówienie tematów nieobjętych programem kursu „Skuteczne pozyskiwanie i negocjowanie wymagań”, ale wymaganych do egzaminu, oraz zapoznanie się z terminologią
  • Skąd się biorą, jak odpowiadać na pytania egzaminu próbnego?
  • Wykonanie i omówienie 40 pytań próbnych
296361 Modelowanie wymagań – przegląd metod 14 hours

Cel szkolenia

Poznanie i nabycie umiejętności praktycznego wykorzystania szeregu metod modelowania wymagań (w tym najpopularniejszych – przypadków użycia UML) oraz ćwiczenie procedury doboru najwłaściwszej metody modelowania (lub, w określonych sytuacjach, rezygnacji ze stosowania modelowania).

Grupa docelowa

Inżynierowie wymagań, analitycy biznesowi i systemowi, architekci oprogramowania, kierownicy zespołów i projektów, programiści tworzący kod na podstawie modeli wymagań.

Blok 1: Korzyści oraz koszty modelowania

  • Definicja modelu
  • Korzyści modeli
    • Filtrowanie i selekcja informacji
    • Łatwiejsze rozumienie
    • Możliwości weryfikacji oraz projektowania zmian modelu
    • Ułatwienie zrozumienia i walidacji
  • Automatyczne tworzenie kodu oraz przypadków testowych z modeli wymagań
  • Koszty zastosowania modeli
    • Wymagania dokładności
    • Konieczność nauki
    • Fałszywa pewność
    • Radzenie sobie ze zmianami modeli
  • Lekkie użycie niepełnego modelowania

Blok 2: Modele behawioralne

  • Opowieści użytkowników (user stories)
  • Diagramy przepływu kontroli
  • Diagramy torów pływackich
  • Diagramy przepływu danych (kontekstowe)
  • UML: diagramy przypadków użycia
  • UML: diagramy aktywności
  • UML: diagramy przejść stanów
  • UML: diagramy interakcji

Blok 3: Modele strukturalne

  • Diagramy związków encji
  • Drzewa klasyfikacji
  • Diagramy składni
  • UML: diagramy strukturalne
    • Klas (class diagram)
    • Obiektów (object diagram)
    • Komponentów (component diagram)
    • Wdrożenia (deployment diagram)
    • Struktur złożonych (composite structure diagram)
    • Pakietów (package diagram)
    • Profili (profile diagram)
  • Oszacowanie kosztów i zysków modelowania
202960 Zarządzanie wymaganiami w projektach Agile 7 hours

Cel szkolenia

Poznanie specyfiki pracy z wymaganiami w projektach realizowanych w trybie agile scrum, zdobycie umiejętności jak najlepszego zarządzania rejestrem produktu (product backlog), współpracy w użytkownikami, podziału i priorytetyzacji wymagań (backlog
items), doboru najlepszej metody opisu wymagań dostosowanej do warunków przebiegu (sprint) oraz specyfiki produktu.
Szkolenie porusza zagadnienie specyficzne dla inżynierii wymagań w scrumie i nie dotyczy ogólnych sposobów inżynierii wymagań (do tego służą pozostałe kursy inżynierii wymagań, opisane powyżej).

Grupa docelowa

Uczestnicy projektów agile oraz zleceniodawcy i sponsorzy projektów realizowanych w trybie agile.

Blok 1: Agile scrum a inżynieria wymagań

  • Specyfika inżynierii wymagań w agile scrum
  • Szkodliwy mit głoszący, że w agile scrum inżynieria wymagań ;stosowana także w modelu sekwencyjnym traci znaczenie

Blok 2: Organizacja inżynierii wymagań w agile scrum

  • Zarządzanie projektem za pomocą wymagań
  • Zarządzanie przebiegiem za pomocą wymagań
  • Oszacowanie pracochłonności zadań na podstawie wymagań
  • Nadzorowanie przebiegu sprintu z perspektywy wymagań

Blok 3: Opowieści użytkowników: zalety i ograniczenia

  • Definicje opowieści użytkowników
  • Kiedy stosować opowieści użytkowników, kiedy inne sposoby opisu wymagań?
  • Opowieści użytkowników a kryteria zakończenia i realizacji zadań przebiegu
  • Opisywanie wymagań niefunkcjonalnych w agile scrum
  • Od wizji biznesowej do wymagań szczegółowych przy pomocy opowieści użytkowników

Blok 4: Pozyskiwanie oraz analiza wymagań w agile scrum

  • Rola właściciela produktu w pozyskiwaniu wymagań
  • Zaangażowanie użytkowników
  • Rola użytkowników przy określaniu kryteriów akceptacji
  • Wymaganie, MMR praz dostawa
  • Zarządzanie produktem i portfelem produktów w projektach agile
296717 Psychologiczne aspekty zarządzania zespołem IT – psychologia zespołu Scrum agile 14 hours

Cel szkolenia

Poznanie oraz zdobycie wprawy w stosowaniu praktycznych metod pozwalających lepiej niż dotąd radzić sobie w sytuacjach, w których czynniki psychologiczne oraz interpersonalne mają decydujące znaczenie dla skuteczności działań w projektach IT.
Przez większą część czasu szkolenia uczestnicy wykonują zadania warsztatowe oraz biorą udział w odgrywaniu scenek, odpowiadających typowym sytuacjom występującym w projektach IT. W szczególności, możliwe jest realizowanie
scenariuszy charakteryzujących wydarzenia z działania zespołu agile scrum (zależy od składu i potrzeb uczestników szkolenia).

Grupa docelowa

Uczestnicy projektów IT lub zespołów scrumowych, tak kierownicy, jak programiści oraz testerzy.

Każdy z poniższych tematów przerobimy w czterech krokach:

  • Krok 1. Scenka z projektu IT [realizowanego metodą agile], rozegrana z udziałem uczestników warsztatu.
  • Krok 2. Mini-wykład na temat mechanizmów, które zadziałały podczas scenki.
  • Krok 3. Ponowne rozegranie scenki z wykorzystaniem nowych umiejętności i wzorców.
  • Krok 4. Praca w grupach i dyskusja na temat tego, jak przepracowane mechanizmy mogą objawiać się w sytuacjach w projektach.

Skutecznie porozumiewanie się:

  • Mechanizmy komunikacji
  • Kwadrat komunikacyjny Shulza von Thuna
  • Sztuka zadawania pytań: otwarte czy zamknięte?
  • Informacja zwrotna w komunikacji interpersonalnej

Mechanizmy motywowania

  • Psychologiczne podstawy motywacji
  • Różne rodzaje motywacji
  • Wpływ motywacji na skuteczność działania
  • Typy osobowości a sposoby motywacji - model Thomas International

Dynamika grupowa

  • Formalna i nieformalna struktura grupy
  • Typy osobowości a rola w strukturze grupy
  • Komunikacja w grupie
  • Niebezpieczne zjawiska w sytuacjach grupowych

Zarządzanie czasem

  • Osobiste zarządzanie czasem
  • Planowanie i elastyczność w działaniu
  • Likwidowanie czynników obniżających skuteczność
  • Wpływ czynników zewnętrznych

Negocjacje

  • Style i scenariusze negocjacyjne
  • Emocje w negocjacjach
  • Mediacje
  • Porozumienie bez przemocy

Asertywność

  • Style nie-asertywne: podporządkowanie, agresja, styl bierno - agresywny
  • Korzyści asertywności
  • Nauka asertywności
  • Rola kierownika w problemach wynikających z braku asertywności w zespole

Zarządzanie doświadczeniem klienta (CEM)

  • CEM, nie CRM!
  • Od czego zależy doświadczenie klienta
  • MMR oraz tworzenie, negocjowanie i podział opowieści użytkownika w kontekście CEM
  • Model Kano, użyteczność i doświadczenie klienta

Podejmowanie decyzji

  • Psychologiczne mechanizmy podejmowania decyzji
  • Różne strategie podejmowania decyzji
  • Decyzje indywidualne a decyzje grupowe

Kreatywność

  • Burza mózgów
  • Mapa umysłu
  • Sześć kapeluszy de Bono
  • Mechanizmy kreatywności

Radzenie sobie ze stresem

  • Optymalny poziom motywacji
  • Optymalny poziom stymulacji - różnice indywidualne
  • Zadowolenie z pracy - zjawisko przepływu
  • Uważność (mindfullness) metodą redukcji stresu

Daty kursów w inny rejonach

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