Szkolenia Zarządzanie

Szkolenia Zarządzanie

Management courses

Opinie uczestników

BPM Essentials

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

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

REST API - wzorzec wymiany informacji między serwisami

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

Krzysztof Pałys - Sygnity Business Solutions S.A.

Certified Agile Tester

• The creative training games.
• The practical exercises that gave us the chance to practice and understand core principles.
• The trainer was professional and passionate.

Roaa Rasheed

Communicating and Influencing - For Managers and Team Leaders

Interaction and flexibility

Olivier Pugliesi-Conti - la cuisine

BPMN 2.0 dla Analityków Biznesowych

Sposób kontaktu prowadzący - szkolony. Podejście dobre zarówno dla grupy jak i do indywidualnej osoby.

Marcin Szcześniak - Credit Agricole Bank Polska S.A.

BPMN 2.0 dla Analityków Biznesowych

Duża dawka ćwiczeń.

Piotr Kubiński - Credit Agricole Bank Polska S.A.

Object-Oriented Analysis and Design using UML

Learned a lot of practical material. The exercises were very practical also.

JIMMY CHAN - THALES TRANSPORT & SECURITY (HONG-KONG) LIMITED

The Compliance and MLRO Refresher Programme

It was very good training, good pace, very comprehensive. 

Excellent course content, delivered very well. Actually enjoyed the training and was a very good brush up of knowledge.

Trainer, Richard was very good

Lisa Johansen - PAYS Services UK Limited

Business Analysis, BABOK V3.0 and IIBA Certification Preparation

Test końcowy symulujący pytania z egzaminu, gdzie próbowaliśmy jako grupa rozwiązać zadania w oparciu o zdobytą na szkoleniu wiedzę.

Dominik Łubiński - NIIT LIMITED

Understanding Business Process Modeling with BPMN 2.0

The knowledge of the Trainer

Sripal S - Techwave Consulting India Pvt Ltd

Understanding Business Process Modeling with BPMN 2.0

the way of delivering speech

Bhaskar naidu - Techwave Consulting India Pvt Ltd

WebServices with SOAP and WSDL Basics

The style of training and content delivery was excellent.

Mark Campbell

Analiza i projektowanie obiektowe za pomocą języka UML

Najbardziej podobała mi się proporcja między wykładami i ćwiczeniami oraz tempo prowadzenia.

Barbara Kwiecień - Unit4 Polska sp. z o.o.

Analiza i projektowanie obiektowe za pomocą języka UML

Humor :)

Olga Szupszynska - Unit4 Polska sp. z o.o.

Corporate Governance

Vajitha was engaging, very knowledgeable, clear and prepared

Cécile McNeil - Canadian Glycomics Network

Corporate Governance

She was very personable and presented a fluid delivery of the course material.

Karli Buckle - Canadian Glycomics Network

BPMN 2.0 dla Analityków Biznesowych

Wszystko

Grześ - Credit Agricole Bank Polska S.A.

BPMN 2.0 dla Analityków Biznesowych

Praktyczne przykłady.

Przemysław Domański - Credit Agricole Bank Polska S.A.

Agile Project Management with Scrum

The trainer was very open and adaptable to our specific needs, good discussions and moderated very well.

John Kramer

WebServices with SOAP and WSDL Basics

Lukasz was very helpful and very patient with us and the exercises were well planned and the material was well presented and demonstrated

Philip Eagan - Canada Revenue Agency; Canada Revenue Agency

BPMN 2.0 for Business Analysts

I gained a good overview of the process editors, business rules and BPMS tools landscape. I highly recommend the practical BPMN for Business Analysts course, even for experienced analysts, with its excellent process scenarios and modelling practice it will position you a cut above the rest!

Anees Baig

High Impact Presentations

well paced and very informative

Richard Kitley - VMware UK Limited

High Impact Presentations

Good pace great Trainer good content.

Peter Schraml - VMware UK Limited

Contemporary Development Principles and Practices

Very informative and gave a nice overall summary of the course outline

Matthew Steptoe - Reed Professional Services LLP

From Data to Decision with Big Data and Predictive Analytics

zakres materialu

Maciej Jonczyk - Orange Polska

From Data to Decision with Big Data and Predictive Analytics

usystematyzowanie wiedzy z dziedziny ML

- Orange Polska

Business Process Management

The trainers subject matter expertise.

Simon White - Micromass UK Ltd

Business Rule Management (BRMS) with Drools

good atmosphere

Martin Jesterschawek - OSRAM Opto Semiconductors GmbH

Preparation for Professional Scrum Master

The simulation part. This simulation excercise could help us learn the theory in a more concrete way.

Andrew Yan - CPC

Preparation for Professional Scrum Master

The simulation part. This simulation excercise could help us learn the theory in a more concrete way.

Andrew Yan - CPC

Preparation for Professional Scrum Master

Best practise knowledge sharing, exercise to practise with project

Anne Babilon-Teubenbacher - CPC

Preparation for Professional Scrum Master

Large part only about practising Scrum & lots of practical insights and experience sharing. Thank you, Bernard!

Julia Post - CPC

Handling Conflict with Confidence

... to the point

MUSAAD ALOLAYAN - D.V. Care Netherlands BV

Project Management with Microsoft Project

Flexibility and ability to adjust to my training needs during the training session itself

Daniela Kostovska - NLMK BELGIUM HOLDINGS

Preparation for Professional Scrum Master

Wiedza praktyczna, nie zamykanie się na zakres szkolenia ale otwarta dyskusja na temat doswiadczeń

Wojciech Sienkiewicz - Mgmt Zone Marcin Szczepaniak

Scrum - Step by Step

Content and exercises

Oguzhan Onkal - LUXOFT POLAND SP z. o. o.

BPMN 2 Fundamentals and Workshop

Exercises, The training room, Tea kitchen

Alisher Khaydarov - Siemens Wind Power

BPMN 2 Fundamentals and Workshop

The trainer gave good examples I could relate to, provided excellent exercises to support each topic covered. Few participants made it possible for the trainer to respond adequately to the participants' individual questions. The trainer stayed motivated throughout and has excellent knowledge of the subject. The trainer prepared us very well for the exam we will take in the near future.    

Great presentation of BPMN2 and the subtleties of the standard. Prep for OCEB exam.

David Attwood - Siemens Wind Power

BPMN 2.0 for Business Analysts

The pace and progression was perfect to really understand things quickly

Stephen Brewell - 10x

Agile Project Management with Scrum

Możliwość dyskusji

Piotr Krawczyk - WearCo Sp. z o.o.

Agile Project Management with Scrum

dyskusja, moderacja adekwatnie do naszych potrzeb,

- WearCo Sp. z o.o.

Agile Project Management with Scrum

Trener nie próbował wmówić nikomu że Agile jest doskonały. Przedstawiał w jakiej sytuacji może się udać a w jakiej nie powinniśmy próbować wdrażać agile.

Marcin Soja - WearCo Sp. z o.o.

Agile Project Management with Scrum

dyskusja i poruszanie aktualnych zagadnień

Bartosz Mulawa - WearCo Sp. z o.o.

Agile Project Management with Scrum

Pierwszy dzień

- BrandBQ Sp. z o.o.

Agile Project Management with Scrum

doświadczenie trenera i praktyczne przykłady

Margaryta Ievtukh - BrandBQ Sp. z o.o.

Scrum Essentials Workshop

The trainer adapted every stage of the session in order to match as well the ideal case from the subject to our organisation needs and possibilities.

Wenceslas Lariviere - World Intellectual Property Organization

Scrum Essentials Workshop

How to mediate between parties or persons have different opinions

Ho Beom Jeon - World Intellectual Property Organization

Understanding Business Process Modeling with BPMN 2.0

The examples given really helped me to understand some of the concepts. The trainer made sure that we were following the whole training and didn't hesitate to come back to a previous point of there was any doubt.
The trainer adapted the training to our needs, giving focus to the items we would like to have more details. Practical exercises were good too.

Amanda Moscardini - Campinas Valley

Understanding Business Process Modeling with BPMN 2.0

Devraj made sure to understand my questions and answered them precisely. The suggestions on how to design diagrams under certain conditions were really good. I would like to reinforce how professional and efficient Devraj was with us.

Leandro Antonio - Campinas Valley

Scrum Essentials Workshop

Fun activities to emphasise the agile / scrum approach

Robert Lawton - World Intellectual Property Organization

Introduction to Enterprise Architectures

Forma prezentacji.

Adrian Winkowski - EXATEL SA

Introduction to Enterprise Architectures

elastyczność w prowadzeniu szkolenia (omawianie dodatkowych kwestii i tematów) oraz praca na przykładach z naszej firmy (bardzo dobra podstawa bo budowania procesów)

Piotr Walczak - EXATEL SA

Introduction to Enterprise Architectures

całe szkolenie

Anna Jaczkowska - EXATEL SA

Data Mining and Analysis

I like the exercices done

Nour Assaf - Murex Services S.A.L (Offshore)

Data Mining and Analysis

The hands on exercise and the trainer capacity to explain complex topics in simple terms

youssef chamoun - Murex Services S.A.L (Offshore)

WebServices Basics for Non-Programmers

interakcja wykładowcy ze słuchaczem

Konrad Drewniowski - TAURON Obsługa Klienta sp. z o.o.

Analiza i projektowanie obiektowe za pomocą języka UML

cwiczenia

Piotr Goc - Alten Polska Sp. z o.o.; EQ SYSTEM Sp.z o.o.;

Data Mining and Analysis

The information given was interesting and the best part was towards the end when we were provided with Data from Murex and worked on Data we are familiar with and perform operations to get results.

Jessica Chaar - Murex Services S.A.L (Offshore)

Apache Maven

Way of approaching the subject and content of the course.

Pavithra Srinivasa - Max Planck Institute

Artificial Intelligence Overview

Trener bardzo zrozumiale wytłumaczył trudne i zaawansowane tematy.

Leszek K - PwC Polska Sp. z o.o.

Social Media Marketing

The trainer was extremely well informed, it was evident that she had a high level of experience and the covered the subjects which we had specified.

Alexander Thurin - defacto nextperience GmbH

Social Media Marketing

The trainer was extremely well informed, it was evident that she had a high level of experience and the covered the subjects which we had specified.

Alexander Thurin - defacto nextperience GmbH

Strategic Planning in Practice

Alistair's knowledge and presentation style

yvette pranger - Asics Europe

Strategic Planning in Practice

Alistair's knowledge and presentation style

yvette pranger - Asics Europe

Jenkins: Continuous integration for Agile development

All of it. Having had no previous exposure to Jenkins, I was a little concerned about my ability to keep up. Iyad provided appropriate coaching/support, when I asked for help, so that I was able to follow the presentation at a level I was happy with.

Graham Congdon - New Zealand Customs

Ubuntu Server Overview

The way the shared desktop worked

Jo Parker - University of Chichester; University of Chichester

Podkategorie

Plany Szkoleń Zarządzanie

Kod Nazwa Czas trwania Charakterystyka kursu
projsev2 MS Project i MS Project Server - zarządzanie wieloma projektami. 14 godz. Kurs przeznaczony dla osób chcących zapoznać się z możliwościami pracy w systemie połączonym MS Project Professional - MS Project Server. Centralne zarządzanie zasobami współdzielonymi pomiędzy projektami, możliwość określenia dla każdego projektu ryzyk, problemów i sposobów na postępowanie w chwili ich wystąpienia oraz publikacja witryny internetowej projektu to tylko niektóre z możliwości na jakie pozwala MS Project Server za pomocą dedykowanej witryny Project Web App. Wprowadzenie do tematyki zarządzania projektami z użyciem systemów informatycznych. Zapoznanie z Microsoft Project i Project Web App Definiowanie ram czasowych projektu Definiowanie zadań w projekcie Definiowanie zasobów przedsiębiorstwa i zastosowanie ich w projekcie Wprowadzanie progresu z zastosowaniem grafików w harmonogramie Zarządzanie problemami w projektach Zarządzanie ryzykiem w projektach Raportowanie postępu prac w projekcie Podstawy administracji użytkownikami w Project Server (opcjonalnie)
userstories Praktyczny warsztat tworzenia User Stories 7 godz. Kurs praktyczny (ok. 60% ‐ warsztaty), przeznaczony dla osób, które tworzą, bądź będą tworzyć historyjki użytkownika (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
kanban1 Kanban Management Professional 1 16 godz. 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.
bmam Business Modeling for an Agile Enterprise 14 godz. 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 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? 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
agilesofttestci Agile Software Testing with Continuous Integration 28 godz. 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
restapi REST API - wzorzec wymiany informacji między serwisami 14 godz. 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
absunu Analiza biznesowa i systemowa z użyciem notacji UML - warsztat praktyczny dla PO w metodyce Scrum 21 godz. 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
scrumstep Scrum - Step by Step 14 godz. 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
commtm Communicating and Influencing For Team Members 14 godz. 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
netmrk Using The Internet As A Marketing Channel For Businesses 14 godz. 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
adintro Introduction to Advertising 7 godz. 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
soastm Service-Oriented Architecture: Strategy, Technology and Methodology 35 godz. 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.
agilescrumcust Agile Project Management with Scrum 14 godz. 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 and infrastructure 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 Agile and Infrastructure development Devops concepts Including hardware/infrastructure development in Scrum
agiletesting Introduction to Agile Testing 14 godz. Overview This 2-day course provides a brief introduction to Agile software testing. It deals with foundational test concepts, within the context of Agile (Scrum) development and uses Crispin & Gregory’s (More Agile Testing, 2014) Agile Testing Quadrants model as a framework to explore contemporary principles and practices of Agile testing. Intended Audience This course is intended for development teams who want to improve their testing practices in an Agile context. It is also suitable for those intending to pursue testing as a specific career and is a suitable pre-requisite for the iSQI Certified Agile Tester course. Day One Overview of Agile Overview history of Agile methodologies Discussion on Agile Manifesto statements Scrum Framework Scrum roles and responsibilities – Scrum Master, Product Owner, Dev Team Scrum events – Sprint, Sprint Planning, Review, Retrospective, Scrum meeting Scrum artefacts – Product Backlog, Sprint Backlog, Product Increment Agile Testing Distinctives Collaboration over independence The place of documentation in Agile Introduction to Agile Testing Quadrants Test automation Testing Fundamentals The Fundamental Test Process Black-box test design techniques White-box test design techniques Day Two Technology-facing testing that guides development Unit testing and black-box test design Test-driven development Test tools example Business-facing testing that guides development User stories and acceptance testing Behavior-driven development Test tools example Business-facing testing that critiques the product Exploratory testing White-box test design Testing Fundamentals Quality attributes Performance testing Test tools example
datama Data Mining and Analysis 28 godz. Objective: Delegates be able to analyse big data sets, extract patterns, choose the right variable impacting the results so that a new model is forecasted with predictive results. Data preprocessing Data Cleaning Data integration and transformation Data reduction Discretization and concept hierarchy generation Statistical inference Probability distributions, Random variables, Central limit theorem Sampling Confidence intervals Statistical Inference Hypothesis testing Multivariate linear regression Specification Subset selection Estimation Validation Prediction Classification methods Logistic regression Linear discriminant analysis K-nearest neighbours Naive Bayes Comparison of Classification methods Neural Networks Fitting neural networks Training neural networks issues Decision trees Regression trees Classification trees Trees Versus Linear Models Bagging, Random Forests, Boosting Bagging Random Forests Boosting Support Vector Machines and Flexible disct Maximal Margin classifier Support vector classifiers Support vector machines 2 and more classes SVM’s Relationship to logistic regression Principal Components Analysis Clustering K-means clustering K-medoids clustering Hierarchical clustering Density based clustering Model Assesment and Selection Bias, Variance and Model complexity In-sample prediction error The Bayesian approach Cross-validation Bootstrap methods
lbatogafam2 Putting Enterprise Architecture in Practice 21 godz. Putting Enterprise Architecture in Practice Designing and Realizing Entreprise Architectures using TOGAF® and ArchiMate / UML in practice   Designing your Enterprise Architecture in Practice (3 days for Certified Architects or people that are interested in putting EA in practice) Objective : This course aims at helping attendees understand how to put TOGAF® 9.1 in practice using ArchiMate and UML to meet the enterprise business strategies. Concepts and techniques explained during the course are progressively applied by the attendees using a case study and different exercises on it. Putting Enterprise Architecture in Practice Designing and Realizing Entreprise Architectures using TOGAF® and ArchiMate / UML in practice   Designing your Enterprise Architecture in Practice (3 days for Certified Architects or people that are interested in putting EA in practice) Objective : This course aims at helping attendees understand how to put TOGAF® 9.1 in practice using ArchiMate and UML to meet the enterprise business strategies. Concepts and techniques explained during the course are progressively applied by the attendees using a case study and different exercises on it.   Detailed Description :   Essential concepts of TOGAF®  (Reminder) and Introduction to ArchiMate 3.0 Enterprise Architecture Frameworks,   The Architecture Development Method (ADM) of TOGAF® and its phases, The Architecture Repository and its evolution on the basis of the ADM phases, Drivers, Strategies, Capabilities, Principles and ViewPoints in TOGAF®, Enterprise Continuum to structure the repository and other tools of TOGAF®, Governance of the programs and projects : The Architecture Capability Framework, The Enterprise Architecture Governance and its role in the enterprise transformation, TOGAF® Corporate EA, IT, SOA and security governance, Architecture and enterprise strategy, Engagement and contracts of the architecture, Realizing Strategies on a Capability basis, Elements of the Architecture Content Framework, Introduction to the ArchiMate modeling language, its meta-models and viewpoints, Case Study: Presentation of the Case Study - an enterprise transformation issue (current state, target state). High-Level organization of the enterprise architecture,   Business Transformation : From Drivers, Goals and Objectives to the Architecture Vision Re-formulating the enterprise strategy and its activity domains, Assigning new responsibilities to existing capabilities, Horizontal and vertical impact analysis to ensure coherent deployment of the Target Architecture, Managing the performance level of target capabilities, A tentative impact analysis to elaborate target functions using UML, The business architecture with ArchiMate, its meta-model and motivation viewpoints, Determining business functions using ArchiMate Viewpoints, Risk factors and Mitigation Actions upon business functions, Exercise on the Case Study On the basis of strategies and baseline capabilities, assign responsibilities to existing capability components, make the impact analysis to ensure a coherent future deployment of the target architecture, Plan risk mitigation actions related to business functions. Structuring Capabilities to mitigate risks and analyze Impacts throughout Architecture Layers The application & technology architecture of ArchiMate, their meta-model and viewpoints, Structure Capabilities to track risk mitigation by function, adapt them to changing goals, Align the SOA backbone of the Target Architecture with emerging business functions, underlying services and SLAs, Adapting related Business Process Models to strategic changes, Impact Analysis of changing capabilities until the technology layer, Exercise on the Case Study Structure Capabilities to mitigate risks, Elaborate SLAs for Services exposed by Business Functions, Assess Impacts of changing capabilities from Business till the Technology layer.   Modeling the Roadmap, Transition Architectures to Coordinate Implementation Projects Identify components of the potential architecture roadmap : gaps between initial and target technical architecture, consolidated RoadMap to reach the Target Architecture, Transition Architectures and matrices for incremental architecture definitions, Capability Increments for Transition Architectures, Work packages by consolidating gaps, potential solutions and dependencies, Work Packages of Actions to implement capability increments, Management of projects portfolio for assessing business values of the projects on the basis of risks, ‘Coordinating’ Implementation Projects using RoadMap Modeling, Exercise on the Case Study : On the basis of the enterprise target architectures previously elaborated, establish the consolidated gap & dependencies matrix and define the work packages, Coordinate Implementation Projects on the basis of business values and appropriate transition architectures to meet constraints of the consolidated target architecture.   Plugging Solution Building Blocks into Capability Based SOA Backbone From the Functional Architecture to Service Oriented Architecture, Architecture and solution building blocks, Information flows between services, Constraints upon service components of the technical architecture, Determining expected behaviors from Solution Building Blocks, Plugging Solution Building Blocks into the Capability Based SOA Backbone, Exercise on the Case Study Define the architecture backbone of the SOA building blocks on the basis of capabilities and services Use them to prepare the « plug-in » of solution building blocks components    Conclusion Recap on the steps of the Architecture Development Process, a panorama Best Practices for efficient usage of ArchiMate and UML Diagrams throughout TOGAF® ADM   In case of "on-site" delivery of such a workshop session, we may also adapt its content and case studies to your needs and business case in order to provide you with a good starting point and roadmap. After this workshop, we can also accompany you through review sessions for validating your architecture solutions conformance to your business needs. UML and SoaML are trademarks of the Object Management Group (OMG). TOGAF and ArchiMate are trademarks of the Open Group Provided by GooBiz
68615 Microsoft Office Excel - moduł Business Intelligence 14 godz. 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
3247 Facebook w marketingu i reklamie 7 godz. Wprowadzenie Jakie narzędzia i korzyści daje Facebook? Facebook jako efektowne narzędzie Social Media Przykłady wielkich sukcesów na Facebooku Realizacja celów biznesowych: sprzedaż, wizerunek, aktywność Stworzenie strategii budowania biznesu w internecie Założenie i konfiguracja własnego profilu Autoresponder Konfiguracja facebooka z wordpress'em Fan page, czym jest i co daje? Jak zmienić profil w fan page? Jak przyciągać uwagę i zdobywać nowych fanów? Jak nie dać się skasować? Jak uspokoić komentarze? Jak mierzyć realizację celów biznesowych? Statystyki odwiedzin - page Analytics Dodatki od Facebooka dla firm Pozycjonowanie i optymalizacja strony na Facebooku - SEO na Facebooku Facebook w naszej firmie Zdobywanie nowych fanów przez przycisk "Lubię to" (nowość) Przycisk "Lubię to" Aktywna reklama na facebooku Integracja fanpage z innymi serwisami Wtyczki społecznościowe Jak sprawić, aby klienci mogli promować każdy produkt/ usługę wśród znajomych? Likebox Facebook Connect Facebook Comments - efektowne komentarze Zwiększenie efektów Zmiana designu Facebooka - tworzenie zakładek Omówieni opcji i narzędzi zakładek Omówienie sukcesów i nieudanych konkursów na Facebooku - dyskusja Zdobądź więcej fanów, klientów i wypromuj swój wizerunek dzięki konkursowi na Facebooku Jak poprowadzić konkurs na Facebooku zgodnie z regulaminem Jak zapisać ludzi, przez Facebooka, na firmową listę mailową? Jak za pomocą Facebooka wyciągnąć ludzi z domu? Praktyczne ćwiczenia
bpm Business Process Management 35 godz. It is a course that positions itself in the midst of administration and Information Technology, incorporating tools and techniques for designing, implementing, controlling and analyzing Operational Business Processes - This usually involves individuals, organizations and software applications. This course contains practical assignments, participants will be introduced to topics during theory classes and these will be accompanied by practical exercises. What will you learn? 1. The Basics of BPM 2. BPM Implementation Strategies 3. Process modeling, analysis and design 4. Governance and business strategies 5. Modeling a process with BPMN 6. Business rules   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 Core BPMS features and Interfaces Repository support Database support BAM Human workflow solutions  
reqman Zarządzanie wymaganiami 21 godz. 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
coach Coaching Skills 7 godz. 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.
soamlad Analiza i projektowanie za pomocą języka SoaML 14 godz. 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
ubtsvr Ubuntu Server Overview 7 godz. 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
LeanIT Lean IT: Applying the principles of Lean to IT operations 14 godz. When an enterprise begins a lean transformation, be it in manufacturing, services, or technology, too often the IT department is left out of the picture. Lean IT is a response to this. Lean IT is an extension of Lean principles to information technology (IT), its principle tenet being "the elimination of waste" (work that adds no value to a product or service). In this instructor-led training, participants learn how to unpack the problem of waste in an IT organization. Through the coverage of theory, case-study activities, and hands-on practice with the tools, methods, and metrics needed, participants learn the critical thinking, analytical and communication skills needed to address the problem of waste in IT operations. By way of this interactive process, participants learn how to apply Lean IT principles and practices within their own organization and establish a culture of continuous improvement in IT. At the end of this course, participants will understand the impact and role of the IT department in an organization's Lean transformation. In practical terms, participants will learn how to:     measure business performance     quantify the return on "innovation"     assess business processes and identify waste     reduce operating costs     improve quality and performance     improve service levels, manage change, and take advantage of emerging technologies     maintain quality and stability over time     make "Lean thinking” an integral part of the enterprise and every IT professional’s toolkit Audience     Managers and specialists working in an IT Organization Format of the course     Part lecture, part discussion, exercises and hands-on practice Introduction     Lean IT: the intersection of Lean, Six Sigma, and Information Systems.     How economic pressure to reduce costs affect the organization     Proliferation of online transactions     Green IT What is waste?     Different types of waste     Waste in IT operations Principles of Lean IT     Value streams         Services provided by the IT group to the parent organization     Value-stream mapping         Diagramming and analyzing services     Flow         Just-in-time systems and integration         Flow vs waste     Pull/Demand systems         Handling service requests      Exercise     Server provisioning -  case assignment     Software development APIs - case assignment The challenges of Lean     Resistance to change         The fear of job loss     Fragmented IT departments         Managing cumulative waste across technology silos Analysis concepts, techniques and tools     Observing processes     Measuring performance     Quantifying innovation     Understanding the key aspects of a KPI     Time as a critical factor in IT Exercise     Measuring the current state of an IT department Implementing a Lean IT strategy in your organization     Reference implementations         Adapting manufacturing theory to digital service processes     Value-stream visualization         Kanban cards         Visualizing the digital, intangible and abstract         Tools and techniques     Integration of lean production and lean consumption         Integrating the entire supply chain, including consumption Exercise     Identifying value streams         Preparing interviews and questionnaires         Creating a value stream map Deployment and commercial support     Outsourcing application development and maintenance (ADM)     Automating provisioning services     Performance monitoring Exercise     Processing tickets - case assignment Complementary methodologies     Agile, Scrum and lean software development     Six Sigma     Capability Maturity Model Integration (CMMI)     Information Technology Infrastructure Library (ITIL)     Universal Service Management Body of Knowledge (USMBOK)     COBIT Future trends in business and IT Closing remarks
digimarketing Digital Marketing 14 godz. This training is best suitable for people into Digital Marketing and Strategies. The training covers the concepts essential to gain a traction on the digital media. It provides the delegates with an introduction to key digital marketing concepts, from mobile marketing and social media marketing to Email marketing, PPC marketing and SEO. By the end of the training we understand the importance of analytics and good strategy with suitable examples. Introduction to Digital Marketing Background Introduction Upcoming Trends and Examples Search Engine Optimization and Marketing Understanding SEO Search Engine Marketing PPC Marketing Digital Display Advertising Creating and Displaying Ads Targetting your Audience Email Marketing Designing and Creating Email Campaigns Importance of Good Templates Spam Check Social Media Marketing Importance of Content Engaging your users across social media Auto-posting and post-scheduling Campaigns Forums and their importance Examples Mobile Marketing Understanding Mobile Marketing From SMS to Whatsapp Targetting prospect users Conversions and Failures Analytics Need of Analytics Use of available metrics to improve your campaigns Understanding Demographics Strategy & Planning Importance of Budget Selecting most appropriate channels Strategy Discussion Case Studies
agileba Agile Business Analysis 14 godz. This course focuses on the business analyst role to be successful on Agile projects. Course participants will learn how to cooperate with the Team, Product Owner, Scrum Master as well as with the Customer to facilitate the development process. Participants will go through a mock project practising common stations.Agile/Scrum Principles Goals and Agile/Scrum suitability Other Agile methologies Scrum Process Scrum Roles BA Role in Scrum Roles and suitable personality charater Initiating a Scrum Project Initial Meeting Milestone Estimations BA activities on a Scrum project Exrecie: Mock Initial Meeting Product Baclog management Who can modify product backlog User Stories, Theme, Epics and Stories Groups Exercie: User stories Selecting user stotires to go into interation Focusing on releasing usable funcaltiy in a single interation Exercices Scrum Process BA meetings involvment Scrum Estimation and Planning Daily Scrum Meeting Presentation Meeting Retrospection Meeting BA and user acceptance tests Roles of Automated Testing, Domain Driven Desgin, etc... Dealing with non-functional requirements Exercies Roles Relations BA vs PO BA vs Scrum Master BA invovment with team members  
safeSM04 SAFe® 4.0 Advanced Scrum Master Course with ASM Certification 14 godz. This two-day course prepares current Scrum Masters for their leadership role in facilitating Agile team, program, and enterprise success in a SAFe® implementation. The course covers facilitation of cross-team interactions in support of the program execution and relentless improvement. It enhances the Scrum paradigm with an introduction to scalable engineering and DevOps practices; the application of Kanban to facilitate the flow of value; and supporting interactions with architects, product management, and other critical stakeholders in the larger program and enterprise contexts. The course offers actionable tools for building high-performing teams and explores practical ways of addressing Agile and Scrum anti-patterns in the enterprise. Attending the class prepares you to take the exam and become a certified SAFe® Advanced Scrum Master (ASM).Audience The following individuals will benefit from this course: Existing Scrum Masters Team leaders, project managers, and others who have assumed the role of an Agile team facilitator in a SAFe® or enterprise Agile context Engineering and development managers who will be responsible for Agile execution and for coaching teams and teams of teams Agile coaches Agile program managers and prospective Release Train Engineers Learning Goals After this course, you should be able to: Apply SAFe® principles to facilitation, enablement, and coaching in the multi-team environment Build a high-performing team and foster relentless improvement at the team and program levels Address Agile and Scrum anti-patterns Support the adoption of engineering practices, DevOps, and Agile architecture Apply Kanban and flow to optimize the team’s work Facilitate program planning, execution, and delivery of end-to-end systems value Support learning through participation in Communities of Practice and innovation cycles Learning Objectives Topics Covered SAFe® framework, values, and Lean-Agile principles Agile and Scrum anti-patterns Program increment planning, execution, and Inspect and Adapt workshops Quality engineering, Agile architecture, and DevOps practices Kanban for facilitating team and program flow of work Building high-performing teams Interaction with the system team, deployment, UX, architects, product owners, product management, and business owners Learning and Communities of Practice
eaptogafc Adapting Business Capabilities and 'Value Propositions' to Changes  21 godz. Adapting Business Capabilities and the Value Propositions (Products and Services) to Changes  Objective: This training course aims at helping business strategists, analysts and product managers understand foundations of the Business Motivation Model and its connections with the Enterprise Architecture and Value Propositions in order to efficiently integrate "value creation and value delivery" from business strategies till the implementation of appropriate products and services. Attendees will learn during this course how to establish the traceability chain from the strategy plan by assessing impacts of the changes and deciding how to efficiently react to them till updating required capabilities in order to create differentiating products and services (value propositions). Concepts explained during the course are reinforced by examples, exercises and a case study whose solutions are worked out and presented by groups of attendees.  Detailed Description : Introduction Business Architectures (BA) vs. Enterprise Architectures (EA) Core definitions of the Business Motivation Model (BMM), EA with TOGAF® Business Model Canvas/Value Model Canvas   Elements of the Strategy Models to coordinate Operating Elements Expressing Strategic Objectives using the four layers of the Strategy Map / Balanced Score Cards The Business Motivation Model (BMM) : Sources of Change and Assessment of Impacts (Influencers, Assessments, SWOT analysis, Potential Impacts), Deciding on Desired Results : Business vision, goals and objectives, Deciding on Means : Missions, strategies, tactics, business policies and rules until operational business elements (business processes, organisation units, liabilities and assets),  How can business strategies be translated into the Motivation Model elements to coordinate capabilities necessary to sustain creation/adaptation of value propositions ? Case Study : Defining Strategies and Translating them into Business Motivation Elements    Building the Capability Map on the basis of Strategies using TOGAF®'s ADM Elements of the TOGAF®'s Architecture Development Method (ADM) Translating Strategies into elements of the ADM Phases establishing appropriate relationships between them, Capability Mapping : Strategy, Customer Faced, Support Capabilities,  How to build the Capability Map elements using the Strategy Map Perspectives and the ADM How to check for coherence between elements of the perspectives ? Prototype steps of execution of strategies in order to get feedback and adapt them to operational elements,   Adapting the Value Propositions to Changing Strategies and Capabilities Elements of the Business Model Canvas and Value Model Canvas Positioning Elements of the Business Model Canvas using a "Value Driven" Strategy Map : best practices,  Using the Business Model & Value Proposition Canvases to develop and maintain  differentiating ‘Products & Services’ on the basis of Market Forces, Strategies & Partnerships Case Study : Adapt 'Value Propositions' provided in the case study to Changing Strategies and Capabilities and check them for coherence and maintainability in face of changes,   Providing strategies and "value propositions" with changes captured on the operational elements Managing changes on goals, strategies, tactics and business rules How to elaborate customer centric and value driven perspectives using the key elements of business performance (strategies, tactics, KPI, key resources, etc...), Adjust Strategies, Policies and Assets till Client/Partner Relationships, Value Propositions and Delivery Channels on the basis of captured changes and risks Case Study : Adapt strategies, tactics, directives and (if needed goals and objectives) of the business plan to changes captured on internal/external influencers. To do this show how the operating model can help to provide feedbacks.   Conclusion  Recap on the steps of an efficient Strategy Adaptation and Value Delivery Process Tools that allow connections between the Business Motivation Model and EA in order to coherently adapt enterprise capabilities to changing strategies. Provided by GooBiz
66278 Bezstresowe zarządzanie sobą w czasie - jak mieć zawsze określone cele i być efektywnym w ich realizacji. 14 godz. 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
3246 Efektywne wykorzystanie Social Media - Facebook, Twitter, Youtube, Google+, blogi 7 godz. Marketing w internecie Co to jest SocialMedia ? fenomen społeczności internetowych Przykłady aktualnych kampanii internetowych   Główne zalety mediów społecznościowych w porównaniu z tradycyjnymi kanałami komunikacji Social Media a reklama Korzyści dla firm wynikające z kampanii SocialMedia Dobór kanału komunikacji E-Konsumenci - uczestnicy a nie użytkownicy - kim są , czego szukają i czego oczekują? Podstawowa terminologia w e-marketingu Targetowanie reklam w internecie Wskaźniki skuteczności Efektywność i optymalizacja działań Sieci społecznościowe: zasięgi, zasady działania, funkcjonalności Budowanie społeczności wokół marki - cele i metody Engagement Marketing w sieciach społecznościowych Word of Mouth Marketing - szanse i zagrożenia oraz kodeks dobrych praktyk Viral Marketing - jak zaprojektować udaną kampanię wirusową Kampanie reklamowe Postępowanie w sytuacjach kryzysowych Omówienie oraz specyfikacja podstawowych platform komunikacji i ich wykorzystanie w poszczególnych branżach Facebook Twitter Google+ Mikroblogi Fora dyskusyjne YouTube Nasza Klasa Blog firmowy Serwisy newsowe Dziennikarstwo obywatelskie Współpraca z blogerami Tworzenie wizerunku Tworzenie kampanii wizerunku w internecie Podstawowe założenia tworzenia strategii komunikacji w mediach społecznościowych Efektywna komunikacja w internecie Język internetowy Na czym się skupić a z czego zrezygnować Technologie mobilne Zasady dobrego e-mailingu Newslettery Analiza oraz monitoring czy nasze działania przynoszą zamierzone korzyści Dostępne narzędzia analityczne i ich zastosowanie w praktyce: Statystyki Facebooka i YouTube Google Analytics Dostępne narzędzia monitoringu Social Media Praktyczny pomiar ROI, kosztu pozyskania użytkownika/klienta i jego aktywizacji Ocena wpływu działań w Social Media na wizerunek marki jako całości Case studies Zakończenie szkolenia i podsumowanie
1125 Balanced Scorecard 14 godz. 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
yourbb Understanding Your Brand and Your Business 21 godz. 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
corpgov Corporate Governance 7 godz. 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)
aiint Artificial Intelligence Overview 7 godz. 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
297 Assertiveness 7 godz. 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).  
leanservices Lean Services: Lean management for the service industry 14 godz. Lean Management is about customer focus, developing and maintaining systems and processes to provide value for customers. Lean Services is the application of lean concepts to service operations. In this instructor-led training, participants learn how apply Lean principles and practices within their own organization and establish a culture of continuous improvement. This interactive training combines case activities and discussions with live, hands-on practice using the tools, metrics, and methods needed to implement Lean systems and processes. Moreover, this training aims to instill a mindset of Lean thinking. Audience     Business managers Format of the course     Part lecture, part discussion, exercises and hands-on practice Introduction     History of Lean: The Toyota Production System     Lean manufacturing vs lean service operations Lean Thinking     Organizing human activities Five principles of Lean     Value     The Value Stream     Flow     Pull     Perfection Types of waste     Tangible vs intangible waste     Value-added versus non-value added activities in work     Eight types of waste in service operations     Using the wrong metrics to measure waste Measuring performance     Observing processes     Understanding the key aspects of a KPI     Time as a critical factor Systems thinking     Managing for the future     Deming's systems thinking in service industries Preparing the enterprise for Lean     Lean processes     The continuous improvement cycle     Realigning metrics     Overcoming resistance     Pilot projects Implementing Lean in your organization     Organizing the teams     Applying technology and tools     Developing people and partners     Tracking work with Kanban     Kaizen workshops Process mapping     Using workflow diagrams     Order-to-delivery cycle Value Stream Mapping     Lean measurements     Creating current and future state maps Value Stream Analysis     The 5 S methodology     Just-in-time     Built-in-quality Promoting Lean thinking across the enterprise     Tools + culture change     Coaching     Developing communication and feedback channels     Focus on long-term learning     Being data-driven Assessing the results of Lean     Lean maturity matrix     Tracking performance     Benchmarking against other companies Developing Lean leaders     Setting up a Lean leadership team     Creating a succession system Complimentary methodologies     Agile and Scrum     Six Sigma Closing remarks
WSO2 WSO2 API Manager for developers 7 godz. WSO2 API Manager is an open-source platform for publishing and managing APIs. It is an ideal choice for creating API-centric or IOT-driven architectures. In this instructor-led training, participants will learn the features, concepts and standards behind WS02 API Manager. Theory will be coupled with live hands-on practice and implementation throughout the training. By the end of the course participants will have the knowledge and practice to deploy their own APIs using the core features of WS02 API Manager. Audience     Enterprise architects     Web strategists     Business and system analysts     Technical managers     API-developers. Format of the course     Part lecture, part discussion, heavy hands-on practice Introduction     Why an API management system? WSO2 platform overview WSO2 API Manager features and design Setting up WSO2 API Manager Creating, publishing and managing APIs Subscribing to and consuming APIs API access control and authorization Analyzing runtime statistics Extending WSO2 API Manager Managing the API gateway Closing remarks
csr Corporate Social Responsibility Fundamentals 7 godz. Gain understanding and insights into the value of investing in corporate social responsibility, philanthropy and sustainability. Training is conducted in an interactive form and includes a number of case studies. What is sustainable development and corporate social responsibility? Why is CSR and sustanability important to organizations? Why now? History and background CSR around the world Implementing CSR in business Business case for CSR: manage risks, improve reputation, attract investments CSR strategic planning Stakeholders and their voice Impact of negative publicity to an organization Strategies for engaging stakeholders Benefits and return on investment Measuring effectiveness of CSR strategy Best practices Trajectory of CSR
safeTM03 SAFe® 4.0 for Teams (For onsite delivery as part of a real-world Agile Release Train) 14 godz. This two-day course teaches teams who are part of an Agile Release Train (ART) how to work in an Agile environment using Scrum, Kanban, and XP. The teams will learn how to become Agile Teams, build their backlog, and plan and execute iterations. Agile teams learn about their ART and their role in it, planning, executing, and improving with other teams. This class prepares teams to run a Program Increment (PI), including all meetings at the Team and Program level with a specific focus on the upcoming PI planning. Attending the class prepares participants to take the exam and become a certified SAFe® Practitioner (SP).Learning Goals After this course, you should be able to: Apply SAFe to scale Lean and Agile development in your enterprise Know your team and its role on the Agile Release Train Know all other teams on the train, their roles and the dependencies between the teams Plan iterations Execute iterations, demo value, and improve your process Plan Program Increments Integrate and work with other teams on the train Topics Covered Introducing the Scaled Agile Framework® (SAFe®) Building an Agile Team Planning the Iteration Executing the Iteration Executing the Program Increment  
sdtpml Strategic Development: Thinking, Planning, Management and Leadership 35 godz. Overview This 5-day course will help delegates develop their strategic thinking, planning and management skills including the tactical and operational requirements for successful implementation in a banking environment. The course will deal with the tough issues of conflict management, managing change, what makes a good leader and how to motivate a team. Using interactive case studies as well as sector examples, delegates will be encouraged to share experiences and challenges to help build practical and work focused solutions which they can take back and actually use.   The core objective of the programme is to equip the executives with the skills to scan the business environment to uncover profitable business opportunities as well as develop strategies for gaining competitive advantage in an increasingly competitive business environment. Amongst others, the programme will also provide insight on leadership best practices and behaviors that will strengthen the capacity of the executives to handle the complexities and uncertainties of managing a high performance financial institution. Learning Objectives After attending this course, delegates will be able to: Describe the main problems that are faced by a large bank; Explain the various approaches to organisational development planning; Analyse the current business environment and influences affecting the organisation; Analyse resources within and external to the organisation; Explain the various approaches to managing strategy and it place in the business plan; Evaluate the alternative development strategies so as to recommend the one(s) most suited to the needs of the firm. Apply a deeper understanding of strategic development plans; Discuss objectively the risks, benefits and costs that accompany the implementation of the new strategy including managing conflict in a team; Define approaches to managing the identified risks; Analyse the potential impacts on his or her firm (both positive and negative) that will result from implementing the new strategy; Design policies, systems and processes to successfully implement the emergent strategic plans; Cover the key steps in change management Who Should Attend Product/Service Managers Newly appointed as well as established Managers and Team Leaders Heads of Operations Senior Bank Managers Human Resource Managers Operations Managers Marketing Managers Methodology The course consists of facilitated workshops, supplemented by case studies drawn from a combination of published real life examples and/or practical experience.  There will also be opportunities for attendees to work in small groups to synthesise ideas and strategies and to apply the material in the context of their own organisations/departments.  Open forum discussions will also be a key element. Session 1: Strategic Thinking The meaning of ‘Strategic’ Three Core areas of Corporate Strategy Process, Content Context Process linking the three core areas Session 2: The Challenges of Leadership Management & leadership Leadership theories Expectations of leaders and their staff Identifying leadership traits What makes a good leader Inspiration, impact and charisma in leadership versus the “loner” Transformational leadership Case Study/Exercise Session 3:  Establishing a Vision ‘Mission’ Vs ‘Vision’ Why strategic plans fail and how to avoid failure Agreeing a Robust Vision The Need for Clarity and Measurability Getting Buy-in to the Vision Case Study/Exercise Session 4:  Becoming Strategic ‘Strategic planning & thinking Developing techniques to think strategically Communication Identifying critical skills needed to succeed Case study/Exercise Major Case Study Workshop :  Delegates will be asked in small groups to agree a plan to launch a new bank or bank strategy after carrying out analysis of Current Business Environment and Influences. The plan should assess resources Current Business Environment and Influences against the vision. Session 5:  Analysing the Current Business Environment and Influences External Environments The General Environment What are the Key Influences Impacting Business Product/Service Cycles Customer Analysis  Case Study/Exercise Session 6:  Analysis of Resources Analysing the Orga​nisation The holistic approach Silo Issues Cross Organisational Assessment Assessment: Financial, Human Resources, Operations, Systems, Style Case Study/Exercise Session 7:  Motivation & Change Management Motivational theory Practical motivation Money as a motivator Change agents Resistance to change The DREC curve Approaches to change management Case Study/Exercise Session 8: Establishing the Strategy Turning ‘Vision into Reality’ Creation of Strategic Movement Developing Strategic Options  Strategy Implications Identifying the Stakeholders Cross Organisational Buy-in Potential conflict areas Countering Objections Case Study/Exercise Session 9: Projects and Measures of Success New Projects Vs Business as Usual The need for KPM’s Measurement approaches Using the Scorecard Approach Key business drivers and traceability Hard & Soft Measures Establishing a metrics framework Project Tracking Risk reporting Case Study/Exercise Session 10: The Implementation Process Resource allocation, strategic planning and control Planning tools Objectives Tasks Communications Resource Allocation Resource characteristics Building the team Projects Vs ‘Business as Usual’ Case Study/Exercise Session 11: Managing the Strategic Change including Conflict Management The need for conflict – is it healthy Conflict as a problem The causes of conflict Managing, mitigating and/or avoiding conflict The impact of the change and managing the effects Selling the benefits of change to the organisation Minimising the downside Keeping the plan on track Case Study/Exercise Session 12: Assessing Your Team Preparatory work Personnel files Work Records Other colleagues Meetings Discussion groups & Forums Case Study/Exercise: Two delegates will role play manager/team member at an initial encounter. Group will de-brief in friendly manner and discuss. Session 13:  Dealing With people Management styles Behavioural styles Bank cultural style Bank and management policy style Your personal style Meetings One to one encounters Overcoming resistance Dealing with your own bosses Selling issues and challenges to your team Case Study/Exercise: Your boss wants you to re-allocate some responsibilities. ~the staff concerned will not like it – they are nervous of change. How will you handle this? Session 14:  Communication Skills Different styles Corporate/Management style Oral, written, electronic Encouraging two way communication Encouraging esprit de corps Using “Top down” directives Dealing with resistance Case Study/Exercise:  Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this? Would you change it? If so, how? Session 15:  Management styles Textbook definitions Your preferred style Your institutions style, your boss’s Style What works best for your department What works best for the team Case Study/Exercise:  Do you think the collegiate style of management favoured by most management gurus is the best? Session 16:  The Role of a Manager The move from Team member to Supervisor The role in ensuring my Team achieves Team goals Ensuring the Team continuously improves Managing the whole role – time management & effective goal setting Leadership ‘Presence’ – looking like the Leader The Influence of Supervisor Behaviour – on the Team, on each Team Member The focus of the effective Supervisor Case Study:  You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this? Session 17:  Managing Problems Dealing informally, semi formally and formally Methods of problem solving Enlisting help and guidance Resolution Referral Case Study/Exercise: Your staff are not performing because there is too much work. Your boss disagrees and tells you to manage. How do you handle this seemingly impossible brief? Session 18:  Motivation Basic motivating factors Creating the right environment Carrot/stick approach Nurturing Patronage Case Study/Exercise:  How would you persuade your team to work on a weekend without extra reward?  Session 19:  Delegation The art of delegation When to delegate Supervising Avoiding overkill Monitoring What is trade finance Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without treading on toes? At what point would you take over and how would you handle this? Session 20:  Conflict & Resolution Main causes Resolution methods Involving management Dealing with challenges to your authority Formal procedures Case Study: You ask a junior to carry out a task. They say they are too busy, but you insist. They say no again, publicly. How should you handle this direct challenge to your authority? Session 21:  Staff appraisals Importance Objective Remuneration considerations Appraisal Encouragement and guidance Dealing with weaknesses Case Study:  You have been asked to select one person for promotion from two candidates and to tell both the outcome. How do you handle the unsuccessful individual?.
eaintro1 Introduction to Enterprise Architectures 14 godz. 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.
29030 Train the trainers - trening kompetencji trenerskich 14 godz. Cel szkolenia: Nabycie wiedzy z zakresu metodologii prowadzenia szkoleń: techniki, narzędzia, metody szkoleniowe Przekazanie wiedzy z zakresu samodzielnego budowania i realizowania programów szkoleniowych - planowanie szkolenia, konspekt, zarządzanie czasem Rozwój wiedzy z zakresu pracy grupowej: proces grupowy, dynamika, role w grupie Rozwój kompetencji trenerskich - zarządzanie energią własną, budowanie wizerunku, radzenie sobie w trudnych sytuacjach (uczestnicy, nieoczekiwane zdarzenia), analiza swoich mocnych stron i kierunków dalszego rozwoju Korzyści: Po odbyciu szkolenia uczestnik: rozumie proces i dynamikę pracy zespołowej wie, jak prowadzić szkolenia i dopasować je do indywidualnego stylu uczenia się uczestników umie budować programy szkoleniowe umie przekazać informację zwrotną i zwiększać motywację uczestników szkoleń zna standardy pracy trenera wewnętrznego Identyfikacja i zarządzanie procesem grupowym Formułowanie celów treningu/ szkolenia Techniki diagnozowania potrzeb szkoleniowych Aktywizowanie i motywowanie grupy Metody prowadzenia zajęć i budowanie programu szkoleń Cykle uczenia się Autoprezentacja i wystąpienia publiczne Rozpoznawanie zachowań uczestników - role w grupie
bpmna Modelowanie BPMN 2.0 dla Analityków Biznesowych 14 godz. Kurs ma na celu przekazanie podstaw praktycznej wiedzy z zakresu BPMN 2.0 oraz nauczenie umiejętności modelowania na poziomie średnio-zaawansowanym i zaawansowanym. Idealnym uczestnikiem szkolenia jest analityk biznesowy, rozumiany jako osoba odkrywająca, identyfikujaca, gromadząca i analizująca wymagania użytkowników wobec systemu informatycznego. - także zaawansowani projektanci aplikacji komputerowych i architekci systemowi zainteresowani biznesowa perspektywą tworzenia procesów systemowych i niesystemowych. Kurs nie porusza zagadnień BPMN 2.0 na poziomie Executable, innymi słowy w czasie szkolenia nie generujmy kodów opartych o XML, rozumianych przez maszynę run-time; nie zajmujemy się XML Schema, XPDL, BPEL etc. Szkolenie jest prowadzone w stopniu dominującym w formie warsztatu komputerowego (~90%), w czasie którego z jednej strony tłumaczymy realne sytuacje biznesowe na BPD, z drugiej natomiast interpretujemy gotowe diagramy oceniając ich użyteczność praktyczną. Kurs jest bardzo intensywnym kursem praktycznym sensu stricto; na szkoleniu nie zajmujemy się w żadnym stopniu teoretycznymi rozważaniami w zakresie BPMN 2.0. Intro Rozpoczęcie procesu Zakończenie procesu Wysyłanie wiadomości Odbieranie wiadomości Zadanie typu SCRIPT Zadanie typu TASK Podprocesy Aktywność wywołująca Podproces ad-hoc Podproces typu TRASACTION Zdarzenia Początkowe Wiadomość Cykliczne rozpoczynanie procesu Sygnał Warunek Rozpoczęcie procesu zdarzeniem 1 z n Wielokrotne zdarzenia początkowe Zdarzenia Końcowe Wiadomość Sygnał Błąd Eskalacja Anulowanie Zakończenie procesu na jednym poziomie Zdarzenia pośrednie Zdarzenia przechwytujące Zdarzenia aktywujące Zdarzenia graniczne Zdarzenie podproces Zdarzenie czasowe w przepływie normalnym Zdarzenie czasowe na granicy aktywności Wiadomość aktywująca Wiadomość przechwytująca w przepływie normalnym Bramka typu zdarzenie Błąd Eskalacja Sygnał Przekazywanie między ścieżkami komunikatów o wyjątkach Konstrukcje łączące i dzielące ścieżki w procesie Podział równoległy Podział wyłączny Podział warunkowy Łączenie ścieżek alternatywnych Łączenie ścieżek równoległych Łączenie ścieżek warunkowych Dyskryminacja ścieżek Tworzenie konstrukcji obsługujących przepływ wyjątkowy Rodzaje wyjątków Wzorce w zakresie obłsugi wyjątków Wielokrotne wykonywanie aktywności Pętla Wieloinstancyjność aktywności Przetwarzanie wsadowe Podproces typu TRANSAKCJA Pojęcie transakcji Kompensowanie aktywności Zdarzenie CANCEL Konstruowanie mechanizmu kompensacji
scrumtestspe The Scrum Test Specialist 7 godz. 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
stratman Strategic Management 21 godz. 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
compmlro The Compliance and MLRO Refresher Programme 7 godz. 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
mrkfct Prognozowanie Rynku 14 godz. 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
leandistribution Lean Distribution: Implementing Lean in distribution, logistics, and supply chain operations 14 godz. Lean Distribution refers to the application of Lean Manufacturing concepts to distribution, logistics and supply chain operations. The focus is on adding value for customers, while identifying and eliminating waste—anything that doesn't add that value. In this instructor-led training, participants learn the methodology, teams and tools needed to implement Lean within their own distribution centers and supply chain operations while establishing a culture of continuous improvement. The training combines case activities and discussions with live, hands-on practice using the tools, metrics, and methods needed to implement Lean systems and processes. Some of the concepts covered include: Calculating the true cost of fulfillment Lowering total costs across the supply chain Overcoming resistance to change Cultivating leadership and instilling a mindset of Lean thinking across the organization Audience     Managers and professionals responsible for implementing lean principles in distribution, logistics and supply chain operations Format of the course     Part lecture, part discussion, exercises and hands-on practice Introduction     History of Lean: The Toyota Production System     Lean Manufacturing vs Lean Distribution Lean Distribution concepts     Lean change and distribution     Distribution operations improvement     The framework for Lean Distribution     Distribution challenges     Distribution optimization     Business process transformation     ERP transformation Lean Distribution methodology     Lean capabilities     Customer service policy     Buffer strategy     Replenishment cycles     The pull approach Preparing for Lean Distribution     Planning a Lean transformation     Taking inventory of the process     Calculating the total cost of fulfillment     Defining KPIs according to the client     Observing transactional-level details from receipt to delivery     Overcoming resistance     Preparing a pilot project Questions to ask     The Five Whys     Identifying probable cause - beyond symptoms      and uncovering root causes of problems     The cause and effect diagram Implementing Lean Distribution     Assembling the teams     Measuring and adjusting     Eliminating waste     Just-in-time delivery     Minimizing human effort     Prioritizing safety and cleanliness Improving the flow of inventory      Improving events is not enough     Providing vision and plans to connect improvement activities     Value Stream Mapping (VSM) Lean tools for the warehouse     Pareto analysis – what are the big problems?     Cause and effect diagram – what’s causing the problem?     Stratification – how is the data made up?     Check sheet – how often does it occur?     Histograms – what is the overall variation?     Scatter charts – what are the relationships between the factors?     Process control chart – which variations to control and how? Assessing the results of Lean     Lean maturity matrix     Tracking performance     Benchmarking against other companies     Continuous monitoring and improvement Developing Lean leaders     Creating a Lean leadership team     Creating a succession system Complimentary methodologies     Agile and Scrum     Six Sigma Closing remarks
restassured Rest Assured: Introduction to API testing for REST services 7 godz. Testing and validating REST services in Java is harder than in dynamic languages such as Ruby and Groovy. REST Assured is a Java DSL (domain specific language) that brings the simplicity of these languages into the Java domain.   In this training, participants learn how to test REST API services. We discuss how API testing can resolve some of the shortcomings of UI and unit based testing. The training includes practice sessions and a test development project. By the end of the training, participants will have a good understanding of when to carry out REST API testing, how to explore and access APIs, how to carry out different types of testing, and how to bring their tests together through integration and automation. Audience     QA engineers, testers and test developers involved in testing software and web service APIs Format of the course     An instructor-led course that includes an introduction to API testing, its tools and processes, and a hands-on REST Assured based test development project. Introduction     What is API testing and why should you do it?     REST vs SOAP based API testing Overview of the three-tier architecture model     Presentation Tier – User interface (UI)     Logic Tier – Business logic (API)     Data Tier – database data (DB) Overview of the Rest Assured syntax     Similarities with Gherkin and BDD Creating a project Testing the logic tier Sending requests to the API     POST, GET, PUT, DELETE, OPTIONS, PATCH and HEAD requests Validating and verifying responses Testing API functionality Working with TestNG Testing API reliability Carrying out performance testing Carrying out security testing Debugging Automating your tests Closing remarks
projplan Project Planning 101 7 godz. Learn about project planning and related activities to ensure the successful management of your projects.Introduction - why projects? - project management methodology - benefits o adopting a consistent approach Project Planning 101 - What is project planning? - What are the benefits of project planning? - Who is involved in project planning? - When do you create an integrated project plan? Project Planning Approach - Principles and process - Defining scope in detail - Determining resource requirements - Determining schedule and budget for the project - Developing communications, quality and knowledge management plans - Managing risks - Monitoring and controlling the project - Developing the integrated project plan - identifying lessons learned
safeSA02 Leading the Lean-Agile Software Enterprise with the Scaled Agile Framework® - Scaled Agilist Certification (SA) 14 godz. This two-day course teaches the Lean-Agile principles and practices of the Scaled Agile Framework® (SAFe®). You’ll learn how to execute and release value through Agile Release Trains, how to build an Agile Portfolio, and how to lead a Lean-Agile transformation at enterprise scale. You will gain an understanding of the Lean-Agile mindset and how to apply the principles and practices of SAFe to support Agile teams, programs, program portfolio management, and to coordinate large Value Streams. Attending the class prepares you to take the exam and become a certified SAFe® Agilist (SA). Associated Certification: SAFe Agilist (SA) The following individuals will benefit from this course: Executives and Leaders, Managers, Directors, CIOs, and VPs Development QA and Infrastructure Management Program and Project Managers Product and Product Line Management Portfolio Managers, PMO, and Process Leads Enterprise, System and Solution Architects Learning Objectives: After this course, you will understand how to: Apply SAFe to scale Lean and Agile development in your enterprise Support the execution of Agile Release Trains Coordinate large Value Streams Manage a Lean-Agile Portfolio Align the organization to a common process model Configure the Framework for your context Unlock the intrinsic motivation of knowledge workers Support a Lean-Agile transformation in your enterprise Topics Covered Introducing the Scaled Agile Framework (SAFe): Embracing a Lean-Agile Mindset Understanding SAFe Principles Implementing an Agile Release Train Experiencing PI Planning Executing and Releasing Value Building an Agile Portfolio Coordinating Large Value Streams Leading the Lean-Agile Enterprise
intrcgov Integrated Risk & Corporate Governance 35 godz. Overview Across the globe regulators are increasingly linking the amount of risk taken by a bank to the amount of capital it is required to hold and banks and financial services are increasingly being managed on risk-based management practices. The banks, their products, the regulations and the global market are becoming increasingly complex, driving ever greater challenges in effective risk management. A key lesson of the banking crisis of the last five years is that risks are highly integrated and to manage them efficiently banks have to understand these interactions. Key features include: the explanation of the current risk-based regulations detailed review of the major risks faced by banks industry best practices for adopting an enterprise approach to integrating risk management across an entire organisation using governance techniques to build a group wide culture to ensure everyone takes an active role in managing risks in line with the banks strategic objectives what challenges could be faced by risk managers in the future. The course will make extensive use of case studies designed to explore, examine and reinforce the concepts and ideas covered over the five days. Historical events at banks will be used throughout the course to highlight how they have failed to manage their risks and actions that could have been taken to prevent loss. Objectives The objective of this course is to help bank management deliver an appropriate integrated strategy for managing the complex and changing risks and regulations in today’s international banking environment. Specifically this course aims to give senior level management an understanding of: major risk within the financial industry and the major international risk regulations how to manage a bank’s assets and liabilities whilst maximising return the interaction between risk types and how banks use an integrated approach for their management corporate governance and the best practice approaches to managing the diverse interests of the stakeholders how to develop a culture of risk governance as a tool for minimising unnecessary risk taking Who should attend this seminar This course is intended those who are new to integrated risk management, senior management responsible strategic risk management, or those who wish to further their understanding of enterprise risk management. It will be of use to: Board level bank management Senior managers Senior risk managers and analysts Senior directors and risk managers responsible for strategic risk management Internal auditors Regulatory and compliance personnel Treasury professionals Asset and liability managers and analysts Regulators and supervisory professionals Suppliers and consultants to banks and the risk management industry Corporate governance and risk governance managers. An introduction to risk What is risk and why should banks manage it? Is risk just a downside experience? The global nature of banking and risks An introduction to the major types of risk in banks The potential consequences of failing to manage risks in banks Risk Appetite Risk Management Case study International risk regulations What are risk-based regulations? Linking risk with capital What is capital adequacy? Key international regulations Basel Accord Sarbanes-Oxley Case Study The Basel Accords The development of international banking risk regulation The objectives of banking risks The challenge of global regulations The Basel I Accord and the Market Risk Amendment The Basel II Accord Capital under Basel II Basel 2.5 and Basel III The leverage ratio Countercyclical capital buffer Systemic interconnectedness Case study: Capital under Basel III Market risk What is market risk? Market activities and why trade The main market instruments Cash instruments Derivative instruments Managing market risk Market risk measurement and management Market risk regulation Basel II Basel III Case study: The consequences of mis-managing market risk – JP Morgan Credit risk What is credit risk Credit products in an international market Mitigating and managing credit risk The credit process The credit analysis process Portfolio Management Credit risk measurement Credit risk regulation Basel II Basel III Case study Operational risk What is operational risk and why is it important? Risk of loss, expected and unexpected losses Operational risk event types Three lines of defence Operational risk management Operational risk management framework Where to start? Who does operational risk management report to? What is included under operational risk management? Measuring and assessing operational risk. Operational risk regulation Basel II Basel III Case study: UBS Liquidity risk What is liquidity risk? Types of liquidity Consequences of not managing your liquidity Sources of liquidity Measuring liquidity Stress testing Managing liquidity Liquidity risk regulation Basel II Basel III Case study: Asset and Liability Management and other risks What is Asset and Liability Management ALCOs and Treasuries Banking book verses Trading Book Interest rate risk in the banking book Measuring and managing IRRBB Contractual verses behavioural Stress testing  ‘Other’ risks Case study: Supervision & disclosure What is supervision and disclosure Home/host supervisory co-operation The ICAAP Supervision and disclosure under Basel The Basel III changes Case study: Defining Enterprise Risk Management What is ERM? The benefits of ERM The ERM process The risk management function Portfolio management New product development Basel Committee guidance Commonly adopted frameworks Case study Integrated risk management Integrating risks across the bank Risk committees Risk policies Risk recognition and assessment Adding risk across risk types Economic capital Interaction between risk types Case study Corporate Governance What is corporate governance? Who are the stakeholders and what are the conflicts between them? What are the benefits of good corporate governance? Development of corporate governance - Cadbury, Walker, Hicks reports The external view of Corporate Governance (rating agencies, regulators) Case study: Can a bank be “Too big to manage”? Good corporate governance Corporate structures The role of non-executive directors Techniques and strategies Committees and management practices Communication The role of senior management Internal framework of Corporate Governance OECD and Basel guidance Case study: Risk Governance Risk management governance Creating a culture of risk awareness Implementing a risk culture Risk management committees Governance, risk and compliance Case study: The future The new regulatory regime Implications for the banking industry Implications for regulators Priorities in the global banking regulatory agenda Future flashpoints
bitsas Business and IT System Agility using Standards 7 godz. Objective: This introduction seminar provides you with an overview of the digital business models, business and enterprise architecture frameworks as well as methodologies that are used by the organizations to increase their agility facing the digital age disruptions. In particular, this seminar aims at helping you to understand frameworks that are used worldwide to align digital business models, organization and IT architectures with changing competitive landscape.  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.
UML Analiza i projektowanie obiektowe za pomocą języka UML 21 godz. 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
scrumbelbintr Building an Effective Scrum Team with Belbin Team Roles 7 godz. 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
rcbd Retail and Commercial Banking Delivery Channel Masterclass 21 godz. 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
amlctf Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) 14 godz. 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
leanmanagement Lean Management: Lean management in manufacturing 14 godz. Lean Management is an approach to running an organization that supports the concept of continuous improvement, a long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality. In this instructor-led training, participants learn how apply Lean principles and practices within a manufacturing context and establish a culture of continuous improvement. The training combines case activities and discussions with live, hands-on practice using the tools, metrics, and methods needed to implement Lean systems and processes. Some of the concepts covered include: Determining the root cause of inefficiencies Measuring performance Realizing the continuous improvement cycle Organizing Kaizen events Instilling a mindset of Lean thinking across the organization Audience Business managers Quality assurance managers and consultants Format of the course Part lecture, part discussion, exercises and hands-on practice Introduction     History of Lean: The Toyota Production System Lean thinking     Organizing human activities Benefits of Lean     Cash flow improvement     Increased capacity for revenue Five Principles of Lean     Value     The Value Stream     Flow     Pull     Perfection Types of waste     Seven types of waste     Using the wrong metrics to measure waste Measuring performance     Observing processes     Understanding the key aspects of a KPI Preparing the enterprise for Lean     Creating Lean processes     Tracking work through Kanban     Overcoming resistance to change Implementing Lean in your organization     Organizing the teams     Kaizen and the continuous improvement cycle     Developing people and partners     Organizing the workspace for efficiency         5 S+1: Sort, Straighten, Shine, Standardize, Sustain, Safety     Reducing the time for equipment changeovers         SMED (Single-Minute Exchange of Dies)     Calculating the pace of production (Takt time)     Autonomation (Jidoka)     Error proofing (Poka Yoke) Value Stream Mapping     Lean measurements     Creating current and future state maps     Just-in-ime     Built-in-quality Promoting Lean thinking across the enterprise     Tools + culture change     Coaching     Developing communication and feedback channels     Focusing on long-term learning Developing Lean leaders     Setting up a Lean leadership team     Creating a succession system Assessing the results of Lean     Lean maturity matrix     Tracking performance     Benchmarking against other companies     Continuous monitoring and improvement Complimentary methodologies     Agile, Scrum and lean software development     Six Sigma Closing remarks
soapui SoapUI: Introduction to API testing with SoapUI 21 godz. SoapUI is the most widely-used open source API testing tool for SOAP and REST APIs. It offers SOAP Web Services functional testing, REST API functional testing, WSDL coverage, message assertion testing and test refactoring. In this training, participants learn how to test web services using SoapAPI. We discuss how API testing can resolve some of the shortcomings of UI and unit based testing. The training includes practice sessions and an API test suite development project. By the end of the training, participants will have a firm idea of when to implement API testing, how to explore and access APIs, how to carry out different types of testing on both SOAP and REST based APIs, and how to bring their work together into an integrated, automated test suite. Audience QA engineers Testers and test developers involved in testing software and web service APIs Format of the course An instructor-led course that includes an introduction to API testing, its tools and processes, and a hands-on SoapUI based test suite development project. Introduction     API testing vs Unit testing and UI testing Overview of protocols     SOAP, REST, HTTP, JMS, AMF and JDBC Overview of SoapUI features Project types in SoapUI     SOAP projects     REST projects     Generic projects Creating a project Importing a project Exploring your application APIs with Fiddler and Postman Simulating and mocking web services Creating and executing functional tests Creating and executing regression tests Creating and executing load tests Security testing with SoapUI Carrying out compliance testing Database testing with SoapUI Multi-layer test automation with Selenium Extending test coverage Reporting Working with SoapUI plugins Automating your SoapUI tests SoapUI integration with Jenkins End-to-end test automation API testing best practices Closing remarks
ISAM1 ISTQB CTFL 21 godz. ISTQB CFTL 70% theory + 30% practice SW testing fundamentals  Testing throughout the life cycle  Static techniques  Test design techniques  Test management  Tool support for testing
pmrisk Project Risk Management 7 godz. This course is aimed at Project Managers and those interested in Risk Management within Projects. Identify project risks by using different identification tools Use multiple techniques to identify and document risks Integrate risk management techniques and results into your project plan Perform qualitative risk analysis to prioritize risks for response and monitoring Perform quantitative risk analysis to assess risk to the overall project cost and schedule objectives Incorporate expected value, probability, and distribution into your risk analysis Determine and implement appropriate risk response strategies based on risk analysis Communicate risks effectively to all project stakeholders
busics Business Communication Skills 35 godz. Communication skills have long been recognised as essential to professional success and many a career has stalled, faltered or stagnated thanks to a lack of communication skills. Contrary to urban myth, few of us are born with this skill, instead most have either practised or learned from mistakes. This course is designed to assist delegates to improve their communication skills and in consequence their ability to work with others. Mediation skills are subtly yet meaningfully different. Excellent communication is a pre-requisite but more important is the ability to listen and take note of what is being said. The role of the mediator is to help parties reach a solution to their problem and to arrive at an outcome that both parties are happy to accept. Mediators avoid taking sides, making judgements or giving guidance. They are simply responsible for developing effective communications and building consensus between the parties. This course also covers the wider range of skills, in addition to communication, that are required to be an effective mediator. What is Communication Communication styles Communication flow Framing conversations Non-verbal communication Definitions & principles Written communication Telephone skills Exercise/Case Study Understanding Communication What makes a successful communicator The qualities of a successful communicator Defining persuasion and influence Self- belief, confidence & assertiveness Push and pull styles Framing communication Exercise/Case Study Communication Style Choose from a range of communication styles depending upon the situation Learn to respond, rather than react Open, leading and closed questions The Funnel technique Understanding values Questioning techniques to understand values and build relationships Exercise/Case Study Overcoming resistance What causes resistance How to deal with resistance A practical guide using six steps Dealing with conflict Handling difficult situations without emotions Presenting your case with impact, taking the values of others into account Exercise/Case Study Poor Communication Examples and why does this happen so frequently The Ladder of Inference Top down, Bottom up or 360 degree Collaborative versus dictatorial Selecting the best style and understanding what makes this the “best” Exercise/Case Study Putting it all Together Feedback Questioning & Listening Asking powerful questions Getting the key message across Making effective requests Promises – blessing or curse? How to improve communication skills going forward Exercise/Case Study The Art & Skill of Persuasion Understanding Persuasion What makes a successful persuader? The qualities of a successful persuader Influencing and persuading, not manipulation Defining persuasion and influence Principles of effective influencing Self- Belief, Confidence & Assertiveness What do we mean by push and pull styles of persuasion The psychology of persuasion – the basics Example/Exercise Preparing to persuade Building Trust “Mocking Bird” Theory Non verbal communication Building Trust and rapport Finding out what others want or need - listening and questioning Perception – how you perceive situations and how others may perceive you Example/Exercise Explore what others want Setting clear objectives on the scope of selling you wish to embark on Effective questioning techniques Realise the values and motivations of others Hone your listening skills and overcome barriers to active listening The identification of individual ‘filters’ and how to overcome these The power of positive thought – preparing for the persuasion discussion Example/Exercise              Communication Style Choose from a range of communication styles depending upon the situation Learn to respond, rather than react Open, leading and closed questions. The Funnel questioning technique. Understanding values and how to persuade around these Questioning techniques to understand values and build relationships Example/Exercise              Overcome resistance Select one of the six levels of assertiveness, without compromising the values of others Apply a practical 6-step Influence Model Using FAB to match the needs gathered from customers Dealing with conflict – handling difficult situations without emotions Presenting your case with impact, taking the values of others into account Example/Exercise              State your case persuasively Presenting at the right stage. Adopt strategies that work for you State your case assertively and convincingly. Knowing the audience Gathering the content The 10/80/10 rule for structuring the presentation Delivering a presentation Example/Exercise     Handling Objections Identifying frequently encountered objections. The pre-emption of objections. Developing appropriate responses. Example/Exercise Negotiation Skills for Finance Professionals Introductions The Process of Negotiation Objectives in negotiation Communication Skills of the Effective Negotiator Assessing information Establishing the parameters What is the “win-win” outcome Case Study/Discussion Point The “Interests” Interests   The difference between positions and interests Identifying and prioritising your interests Common mistakes when handling interests When is negotiation a good idea? The elements of an effective negotiation Case Study/Discussion Point The “Options” Generating and evaluating possible options Identifying your ideal outcome Common errors when generating options Case Study/Discussion Point Understanding Negotiation Outcomes Evaluate the options Where do you think it will end Is there a “win” or would a compromise be better Setting clear objectives Being prepared to lose when it makes sense Case Study/Discussion Point The Negotiating Process Making proposals and giving and receiving concessions Breaking Deadlock Agreeing a remedy Understanding the negotiator’s role Key stages of the process Giving information Reading signals Making a plan. Reviewing assumptions Working through the meeting/discussion process Probing in order to develop understanding Reaching agreement Case Study/Discussion Point Challenges Different types of people Behavioural approaches & body language Deadlocks, Standstills & Concessions Tricks, Traps & Tactics When & Where to Negotiate – Electronic Media are not ideal Live Practice Simultaions  Debrief Presentation Skills for Finance Professionals The Essentials - The Presenter - You Carrying out the ‘essential checks’ Presenting the ‘right’ image Using your words, tone and body language Working with the qualities of your voice Acknowledging and overcoming nerves Using relaxation techniques Using mannerisms and gestures to enhance impact The qualities of a successful presenter Example/Exercise The Essentials – The Material – What Are You Going to Say Performing a needs analysis Writing the basic outline Researching, writing and editing Establishing a clear purpose Using successful information gathering techniques Choosing the best route through your material Identifying the key points Creating strong openings and closings Knowing the pros and cons of different visual aids Making it big, bold and brilliant Example/Exercise The Essentials – The Audience – Who Will You be Saying it To Knowing your audience to develop presentations that appeal Building rapport Getting and keeping them on your side Working with questions Handling difficult people Understanding group dynamics Example/Exercise Next Step – Delivery Methods Basic methods Advanced methods Basic criteria to consider Choose from a range of communication styles depending upon the situation Listening and Hearing: They aren't the same thing Asking questions Communicating with power Example/Exercise Next Step – Communication Skills What do we mean by Communication Preparing mentally Physical relaxation techniques Appearing confident in front of the crowd Non-Verbal Communication Skills Body language The signals you send to others It's not WHAT you say, It's HOW you say it Presenting your case with impact, Example/Exercise Perfecting your skills Make them laugh a little Ask them a question Encouraging discussion Dealing with questions Creating Fantastic Flip Charts Creating Compelling PowerPoint Presentations WOW your Audience Vibrant Videos and Amazing Audio Example/Exercise What is Mediation Textbook definition Mediation in practice Good and bad mediation A SWOT analysis The goals of mediation Reaching a compromise WinWin – is this always possible Plugging the gap between avoidance and formal action Exercise/Case Study Understanding Mediation The principles of Mediation What can it achieve. When is it appropriate Is there ever a time when mediation is inappropriate Taking a strategic approach Alternative dispute resolution practices HR Policies: help or hindrance in conflict situations Exercise/Case Study Preparing for Mediation Essential skills. Critical discussions Understanding why people behave the way they do in conflict What are the issues Is there a compromise Least worst outcome BATNA/WATNA Setting the parameters Exercise/Case Study  Mediation Structuring the process Creating a “safe” environment Building rapport and trust Maintaining impartiality Assist with the win-win Dealing with destructive conflict Dealing with deadlock Engaging resistant people in a constructive manner Closing the mediation Confirming the outcome Selecting alternatives Follow up and review mechanisms Exercise/Case Study
cloudsaasiaas Cloud, SaaS, IaaS - Practical Overview of Available Options 35 godz. 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
msproj1 Microsoft Project - podstawy zarządzania projektami 14 godz. 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
scrumtrintro An Introduction to the Scrum Team Role 7 godz. 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
changeman Change Management 21 godz. 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
476 Introduction to Management 14 godz. 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.
bplanbmm Business Plan building with Business Motivation Model 14 godz. 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
agilescrum Agile Project Management with Scrum 14 godz. 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
droolsrlsadm Drools Rules Administration 21 godz. 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
line Leadership in the new economy 21 godz. At the end of the course, the participants should be able to: Acquire an understanding of  self-mastery as a foundation for inspiring leaders Strengthen and sustain their execution capabilities and contribute to the creation of a high performance culture Lead cultural transformation and change processes in their respective areas of influence using emotional intelligence and change management tools Learning as source of leadership effectiveness – listening vs. hearing Strengthen the foundations of leadership Self Awareness Personal Values Strengths vs. Weaknesses Interpersonal Maturity – EQ vs. IQ Coaching as a new leadership style Basic of coaching as leadership style Feedback mechanism Becoming a change leader Handling resistance to change Important leadership skills Leadership Development Plan   Methodology: Lecture Workshops Video showing Role playing
ccarestr Customer Care Strategy 21 godz. A customer care strategy plays an important role in building customer satisfaction, helping you to retain loyal customers and increase levels of repeat business.  Through good customer service you gain the client’s trust, enhance the company’s image and strengthen your competitive advantage in the market. This course focuses on strategies and skills for building lifelong customer relationships by developing valuable and effective customer-care strategies.  Satisfied customers may, through conversations and story-telling, become voluntary ambassadors for your company and are highly likely to recommend your services to others.  This workshop will also help participants communicate effectively, appropriately and clearly in all situations. OBJECTIVES Developing competencies in the area of professional customer care Increasing the efficiency of communication with customers Attaining the knowledge of how to get to the underlying needs and expectations of customers Building strong and sustainable relationships with clients Expanding the positive image of the company in the market Identifying, reducing, and overcoming objections and barriers Learning about personalities and communication preferences when dealing with clients Establsihing the ability to create an open environment for communication Developing skills to communicate clearly and effectively Identifying barriers to effective communication Mastering body language and non-verbal communication METHODS Role-playing Self-assessment tests Exercises in groups Individual work Practice sessions Lectures Discussions LEARING OUTCOMES At the completion of this course, participants will be able to: Adopt a focused customer care strategy Identify key customer issues Build the professional image of the company Adapt to specific customer behaviour styles Increase customer loyalty through exceptional customer service Develop communication abilities with clients Use techniques to build relationships Develop a personal action plan to improve customer service skills Show gestures of generosity and high quality customer care Use techniques to deal with difficult situations Recognise barriers to the delivery of outstanding customer service Day One Introduction to Customer Care Strategy Describing customer service Identifying customer expectations Providing excellent customer service Building competitive advantage Customer Care Process Customer contact model and service standards Creating lasting first impressions Building and maintaining contact with customers Using positive language and tone of voice Building company’s brand Brand image on the market Active listening and responding Golden Circle as a core model Day Two Handling customer requests Identifying challenging customer requests Responding to challenging customer requests assertively Assertive techniques Managing emotions during stressful situations Handling complaints Dealing with difficult situations Resolving problems Coping with unsatisfied customers Conflict resolution strategies Service recovery Turning disappointment into delight Identifying the nature of customer complaints Responding to customer complaints Day Three Building customer relationships Relationship triangle – trust and loyalty What differentiates us from our competitors? Identifying ways to add value and exceed customer expectations Understand ourselves and others Types of personality Communication with different personality types Psychological client’s typology Effective Communication Process of communication Practical skills to communicate open Verbal and non-verbal language Open question in Customer Care Strategy Applying the learning Review of learning Action planning for participants
scrumess Scrum Essentials Workshop 14 godz. This course is very much structered towards a workshop approach to enable delegates an opportunity to practise the Scrum and Agile skills. Day 1 Morning Agile principles & Scrum overview Day 1 Afternoon Release planning exercise – including definition of done, Product Backlog creation, prioritisation, estimation and refining Simulation Sprint 1 (all Sprints will include: Sprint Planning, creating/implementing Sprint Backlog, Review) Retrospective on Sprint 1 Day 2 Morning Backlog refining exercise – focus on estimation, story points and velocity Simulation Sprint 2 - focus on relationships with other stakeholders, burndown charts, Review meeting Retrospective on Sprint 2 Day 2 Afternoon Simulation Sprint 3 – focus on team dynamics Retrospective on Sprint 3 Simulation Sprint 4 Retrospective on Sprint 4
bpmn2funws BPMN 2 Fundamentals and Workshop 14 godz. Audience: Delegates who have an interest in Process Modelling will benefit from attending this business process modeling notation training course including: Business and Process Analysts Process Designers and Implementers Project and Programme Managers Anyone involved with business change and transformation. Day 1 AM Course Introduction Modelling Business Processes - Modelling Notations (BPMN) Introducing BPMN Basic BPMN Notation - Flow Objects Exclusive Gateway Parallel Gateway Exercises PM Inclusive Gateway Exercises Events Pools and Lanes Message Flows Artifacts Data Exercises Day 2 AM Event-Based Gateway Exercises Intermediate Boundary Events Exercises BPMN Diagrams OMG Certification (OCEB) PM Facilitated Workshop Using the acquired BPMN knowledge to undertake exercises based on company process examples
agilers Agile Retrospective 14 godz. 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
agilecat Certified Agile Tester 35 godz. 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.  The course fee includes: iSQI/BCS registration Exam fees Course materials Exam invigilator. 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
xcelsius Xcelsius 14 godz. 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
traintrainer Train-the-Trainer 21 godz. 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
448 Mentoring and Coaching 7 godz. 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
b2bbrandman B2B Brand Management 7 godz. 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
statdm Statistical Thinking for Decision Makers 7 godz. This course has been created for decision makers whose primary goal is not to do the calculation and the analysis, but to understand them and be able to choose what kind of statistical methods are relevant in strategic planning of the organization. For example, a prospect participant needs to make decision how many samples needs to be collected before they can make the decision whether the product is going to be launched or not. If you need longer course which covers the very basics of statistical thinking have a look at 5 day "Statistics for Managers" training. What statistics can offer to Decision Makers Descriptive Statistics Basic statistics - which of the statistics (e.g. median, average, percentiles etc...) are more relevant to different distributions Graphs - significance of getting it right (e.g. how the way the graph is created reflects the decision) Variable types - what variables are easier to deal with Ceteris paribus, things are always in motion Third variable problem - how to find the real influencer Inferential Statistics Probability value - what is the meaning of P-value Repeated experiment - how to interpret repeated experiment results Data collection - you can minimize bias, but not get rid of it Understanding confidence level Statistical Thinking Decision making with limited information how to check how much information is enough prioritizing goals based on probability and potential return (benefit/cost ratio ration, decision trees) How errors add up Butterfly effect Black swans What is Schrödinger's cat and what is Newton's Apple in business Cassandra Problem - how to measure a forecast if the course of action has changed Google Flu trends - how it went wrong How decisions make forecast outdated Forecasting - methods and practicality ARIMA Why naive forecasts are usually more responsive How far a forecast should look into the past? Why more data can mean worse forecast? Statistical Methods useful for Decision Makers Describing Bivariate Data Univariate data and bivariate data Probability why things differ each time we measure them? Normal Distributions and normally distributed errors Estimation Independent sources of information and degrees of freedom Logic of Hypothesis Testing What can be proven, and why it is always the opposite what we want (Falsification) Interpreting the results of Hypothesis Testing Testing Means Power How to determine a good (and cheap) sample size False positive and false negative and why it is always a trade-off
bonitabpm Bonita BPM for designers 7 godz. Bonita BPM is an open-source business process management and workflow suite made up of three major components: Bonita Studio, Bonita BPM Engine and Bonita Portal. Bonita is often used in projects that require complex workflows such as Supply Chain Management, e-Government, Human Resources, and Contract management. Audience     Managers, business analysts and process designers who wish to design, validate and simulate a process with Bonita BPM. Format of the course     Emphasis is on hands-on practice. Concepts will be taught through samples, exercises and hands-on development. Introduction to BPM     Modeling an organization's business processes     BPM vs ERP Overview of Bonita BPM     Bonita BPM Architecture     Bonita BPM vs JBPM Installation and setup Defining your process with Bonita Studio Exploring Bonita BPM Workspace Modeling your process using visual flowcharts Adding data types Creating forms Changing element types Making your process executable Aligning elements and adding notes Using connectors to interact with external applications Managing organizations, users, and actors Setting up reporting Configuring your process for deployment and testing Testing your processes Deploying your processes Closing remarks
cmsjoomla CMS Joomla 14 godz. 1) Zasady działania systemów CMS, specyfika Joomli 2) Zarządzanie instalacją Joomli podstawowa konfiguracja, działania administracyjne, kwestie bezpieczeństwa, ręczna ingerencja w bazę danych, odzyskiwanie hasła, kopie zapasowe, wypełnianie strony treścią, organizacja zawartości (artykuły, kategorie, sekcje), menu i pozycje menu, zasoby, moduły. 3) Organizacja pracy i zarządzanie użytkownikami użytkownicy i grupy, poziomy dostępu, uprawnienia: do oglądania podstron, edycji treści i do wykonywania działań, dziedzicznie uprawnień, ACL, zamieszczanie reklam i banerów, 4) Korzystanie z szablonów, modułów i dodatków, instalacja rozszerzeń 5) Zagadnienia zaawansowane pisanie i dystrybucja własnych szablonów, zaawansowane zarządzanie wyglądem witryny
agilekanbanlean Managing Agile Projects with Lean and Kanban 21 godz. 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 Golden Circle Impact mapping Design Thinking User story mapping  
reqbf REQB Foundation - przygotowanie do egzaminu 21 godz. 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
tcpsmlp Techniki coachingowe w pracy Scrum Mastera / Lidera Projektu 14 godz. 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
agileess Agile Essentials 14 godz. 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
814 Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals 28 godz. 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
presconf Presenting with Confidence 21 godz. 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
449 Equality and Diversity Masterclass 7 godz. 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
brmsdrools Zarządzanie regułami biznesowymi (BRMS) z Drools 7 godz. 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
d2dbdpa From Data to Decision with Big Data and Predictive Analytics 21 godz. Audience If you try to make sense out of the data you have access to or want to analyse unstructured data available on the net (like Twitter, Linked in, etc...) this course is for you. It is mostly aimed at decision makers and people who need to choose what data is worth collecting and what is worth analyzing. It is not aimed at people configuring the solution, those people will benefit from the big picture though. Delivery Mode During the course delegates will be presented with working examples of mostly open source technologies. Short lectures will be followed by presentation and simple exercises by the participants Content and Software used All software used is updated each time the course is run so we check the newest versions possible. It covers the process from obtaining, formatting, processing and analysing the data, to explain how to automate decision making process with machine learning. Quick Overview Data Sources Minding Data Recommender systems Target Marketing Datatypes Structured vs unstructured Static vs streamed Attitudinal, behavioural and demographic data Data-driven vs user-driven analytics data validity Volume, velocity and variety of data Models Building models Statistical Models Machine learning Data Classification Clustering kGroups, k-means, nearest neighbours Ant colonies, birds flocking Predictive Models Decision trees Support vector machine Naive Bayes classification Neural networks Markov Model Regression Ensemble methods ROI Benefit/Cost ratio Cost of software Cost of development Potential benefits Building Models Data Preparation (MapReduce) Data cleansing Choosing methods Developing model Testing Model Model evaluation Model deployment and integration Overview of Open Source and commercial software Selection of R-project package Python libraries Hadoop and Mahout Selected Apache projects related to Big Data and Analytics Selected commercial solution Integration with existing software and data sources
PMGPMP1 Effective Project Management 21 godz. Through this 3-day workshop, 21 hours, participants will learn how to manage projects more efficiently, ensuring  the projects are delivered on time and within budget according to their scope statement. Participants will identify their strengths and weaknesses as Project Managers; gain skills in initiating, planning, executing, controlling and evaluating their projects. Introduction to project management. Defining  the forms of organizations Project initiation : Defining project selection criteria, Defining project selection  methods, Develop project charter, and Develop preliminary project charter; Project planning: Defining Scope planning,  definition,  statement, Create WBS, Defining HR planning, Defining communication planning, Defining time planning, Activity definition and sequencing, Activity recourse estimating, Schedule development, Defining the critical path methods, Defining cost estimating, budgeting and cost baseline, Defining project risk; Project executing: Direct and manage project execution, Manage HR executing “Acquire and Develop project team”, Manage Communication executing “Information distribution”, Monitor and control a project by: Monitor and control project work, Establishing performance measurement and reports, Verification of  the project scope, Managing project team, Managing stakeholders, and Managing change control “change control system”, Controlling Scope change, and Risk monitor and control; Closing the project : Administrative closure procedure, Analyzing the project, and Producing a final product, service, result and report.
BUSSCI01 The 30 Most Important Research Studies in Business to Boost Your B2B Bottom Line 7 godz. Turn your company into a well oiled sales machine. Your communication tools aren't the same ones used in the 1960s. Since then we have gone from hand written notes and typewriters to 7th generation smart phones. In the same time we have gone from typewriters to smart phones leading behavioural science researchers and Nobel Prize winning economists have discovered amazing things about what makes business people tick. In this training seminar, we bring you the 30 most important studies in business science to boost your bottom line. We look at the most important science in sales, persuasion, presentations, business communication, advertising, website design, and meetings. Course Description:  Train your team to make the MOST of your business! - Did you know that in business negotiations where you hold your meetings can make upto a 50% difference in the share of the pie you negotiate? - Did you know that serious studies show that there are at least TWO things you can do in the 15 minutes before a BIG meeting that can make the difference between success and failure? - Did you know that by adding one counter-intuitive option to a list of two options for a customer can boost sales by up to 43%? Did you know the time of day you schedule your meetings can have a big impact on their likelihood of success or failure? - Did you know that in one large experiment, one simple practice moved the percentage of deals closed from 12.5% to 67% -- and that these closed deals were also 18% more beneficial to both parties? - Did you know that with presentations, within 7 seconds your audience has judged everything about your trustworthiness, believability, and more -- and there are a handful of things you can do to influence this? We cover these phenomena and many others, which, if implemented and concentrated on can revolutionise your business and increase your conversions and profitability. Not just for businesses of every kind, but anyone who runs their own personal brand. What People Have To Say About Other Talks Designed by Philippe: "While we worked together at the world's biggest biotech company, and Philippe did training in our marketing and sales department, he came up with more good ideas in one week than our whole company came up with in a year. Every business, executive, manager, and entrepreneur should hear his pricing and business seminars once." Michael Ketcham, Former Sales Manager - Monsanto Saint Louis, Missouri, USA "I have been successfully managing sales for decades and I can say this is a mind taking and action provoking session -- with sparks! I highly recommend it." Anton Yatchenko Sony (Co-Owner 12 Moscow Stores)   "Worth every Euro. Fascinating." Till Lesinski - Project Manager BMW - Munich, Germany "Extremely useful and enjoyable for everyone." Natalia Semenkova - Manager of Marketing Dixy (a top 3 grocery retail chain in Russia) "Philippe is an enthusiastic, clever guy with a lot of good ideas. He helped us redesign our menus and develop new and interesting products to increase our sales and profits." Alexandra Kutepova - Art Director, Gastronimica Restaurant Holding (Sky Lounge and Florentini Restaurants, Moscow) Miscellaneous: This day long course includes several exercises which allow participants to get a better feel for the principles in use, with feedback from the course instructor.  In this course we will discuss: Science to boost your sales Science to boost your pricing Science to boost your persuasion Science to boost your presentations Science to boost your business communication Science to boost your advertising Science to boost your website Science to boost your meetings
advyldshp Advisory & Leadership Skills 14 godz. This course is part of the Data Scientist skill set (Domain: Advisory & Leadership). Problem solving and continuous improvement Problem solving strategies Root cause analysis Identifying opportunities Innovative thinking Making an impact: data-driven story telling Understanding your audience Effective data presentation - getting your message across Importance of data visualization Influence effectiveness and change leadership Types of influencing Handling difficult situations Change leadership mindset Project management 6 steps of project management
1 Leadership 101 7 godz. This course aims to inspire trainees to become leaders by showing what makes or breaks a leader.What is leadership? Differences between a leader and a manager Leaders in our lives Leader competencies: How leaders think What leaders do Can anyone be a leader? Leadership styles Goals setting How to set inspiring goals Public speaking for leaders: How to structure your talk? What words should you use/not use? How to get people to follow you? Embracing as an equal Communicating
agilepz Agile w projektach zdalnych 14 godz. 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
comawa Commercial Awareness 7 godz. 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
813 First time manager from supervisor to Manager 28 godz. 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.
badsp Introduction to Business Analysis: Defining Successful Projects 21 godz. 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
423 Trac User and Administration 7 godz. 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
bpelsvc Orchestrating services with BPEL 21 godz. 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
soaarchmgr SOA dla architektów i menadżerów 14 godz. 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
xyz Róznice pokoleniowe w zarządzaniu. Pracownicy pokoleń XYZ. Jak z nimi funkcjonować 14 godz. Szkolenie adresowane jest do osób kierującymi zespołami pracowników, kierującymi projektami, chcących w pełni korzystać z potencjału drzemiącego w zespole   Korzyści dla uczestników szkolenia: Poznanie charakterystyki poszczególnych grup pokoleniowych Nabędą umiejętności odpowiedniego komunikowania się z pracownikami Nabędą umiejętności udzielania informacji zwrotne według zasady „tu i teraz” Poznanie sposobów na motywowanie pracowników pokolenia X, Y oraz Z Poznanie modelowych typów rozmów z pracownikami pokolenia X,Y i Z Metoda szkolenia: Szkolenie pomyślane jest jako interaktywne, gdzie udział uczestników sięga ponad 80% czasu. Każda sesja przebiega według podobnej dynamiki, opartej o metodologię opracowaną z uwzględnieniem cyklu Kolba: ćwiczenie otwierające na nowe nawyki (budujące świadomość),  mini wykład o technikach (wiedza), ćwiczenie nowych taktyk i technik (umiejętność). Po zamknięciu każdej sesji uczestnicy otrzymują materiały pomocnicze dotyczące omówionej sesji. Materiał praktyczny jest podsumowywany mini wykładami dającymi teoretyczne podstawy oraz wyjaśniającymi podstawowe mechanizmy psychologiczne, których uczestnicy doświadczają w trakcie pracy na sali szkoleniowej. Otwartość na innych: 5 pokoleń na rynku konsumenckim, 4 pokolenia na rynku pracy Otwartość na innych – pięć pokoleń na rynku: Pokolenie Z, Pokolenie Y, Pokolenie X, Pokolenie Baby Boomers, Pokolenie Tradycjonalistów. Jakie pokolenie reprezentuję? Charakterystyka 4 pokoleń funkcjonujących na rynku pracy:Z, Y, X i Baby Boomers Różnice pokoleniowe wśród pracowników: Definiowanie i zarządzanie potencjałem rozwojowym pracownika, uwzględniając specyfikę potrzeb i możliwości życiowych wynikających z wieku - kluczowe kompetencje Techniki i umiejętności z zakresu motywowania i zarządzania pracownikami w różnym wieku. Zarządzanie wiekiem – jak przygotowaliśmy się na przyjęcie najmłodszych pokoleń Y i Z? jaki jest pracownik pokolenia Y i Z? co motywuje pracownika z pokolenia Y i Z? jak się komunikować z pracownikiem z pokolenia Y i Z? jak zarządzać pracownikiem z pokolenia Y i Z?   Komunikacja X,Y,Z Jak projektować odpowiednią komunikację dla pokoleń X,Y,Z Dlaczego muszę dostosować przekaz? Wspólne narzędzia komunikacji – Feedback Jak komunikować aby motywować pokolenia? Komunikacja otwarta – autorytet w komunikacji Komunikacja w biznesie rozwój współpracy Zarządzanie i motywacja  XYZ Wyznaczanie celów i realizacja zadań Zarządzanie zespołem, koordynacja działań, prowadzenie projektów –  współpraca międzypokoleniowa Co motywuje poszczególne pokolenia? – klucz do pokolenia Jak projektować współpracę? Jak wzajemnie się uzupełniać w biznesie? Jak skutecznie dzielić zadania w zespole – tabela kompetencji Jak budować autorytet naturalny i poczucie własnej wartości w XYZ? Czy pokolenie Z jest trudne w zarządzaniu i co je tak naprawdę motywuje? Czy za chwilę będzie nam brakować pracowników? Rekrutacja XYZ na czym zależy poszczególnym pokoleniom Trudne sytuacje XYZ – asertywność w komunikacji Zarządzanie konfliktem –  trudne sytuacje między pokoleniami Jak przewidywać konflikty w pracy? Poziomy komunikacji – postawy rozmówcy (szef, pracownik, dostawca, odbiorca) Jak rozmawiać z pracownikiem, przełożonym itp? Empatia w komunikacji Czego w komunikacji oczekują ode mnie różne pokolenia? Jak zmniejszyć stres przez transparentność komunikacji?
PRICES103 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1.5 Day Course with 3.5 Day Sales and Marketing Evaluation 35 godz. This is a five day version of the award winning course that helps you stop leaving money on the table, convert more sales, get bigger judgements, and gets your customer to perceive more value in your product offering while making them feel more comfortable spending money. It's like a 7th generation smart phone for your pricing designed by someone who was responsible for training in the marketing and sales department of the world's biggest biotech company which had both B2C and B2B operations. Awards: A shortened version of this training program, developed by Philippe -- who was responsible for training in the marketing and sales department of the world's biggest biotech company -- won its presenter, "Top Trainer" at the 2016 B2B Master conference in Kiev. Course Description: When asked to choose a pricing order which would maximize revenue in a sales situation, 95% of managers, directors, even CEOs of huge internet companies choose the option which would cost them almost 45% of sales. Learn how to create pricing environments and product matrixes which have been shown again and again to make customers and clients feel more comfortable spending money, using ideas developed and researched by some of the world's biggest companies and Nobel prize winners. Achieve 15%, 23%, 43%, and greater increases in sales and revenue with simple, low cost strategies which are applicable in virtually every aspect of B2B sales. Every entrepreneur, director, graphic designer, sales manager, consultant, advertising specialist, and human being responsible for their own brand should see this seminar at least once in their lives. Indeed, it is essential knowledge for those in the R&D department and tasked with developing new products because an understanding of how customers see a product matrix and spend money within it are key and can lead to significantly different levels of revenue and profit for the company. A lot has changed in the world in the last 60 years. You’re not communicating with technology from the 1960s, like snail mail – or clunky typewriters. In the time it has taken for us to develop our communication tools of today, Nobel Prize winning economists and other researchers have forged ahead in the understanding of human behaviour. You will be exposed to case studies and study after study in field after field of pricing, value estimation and purchase decision making to discover common threads in human behaviour and how to create both more perceived value in your product line offering as well as increase sales for year-end reports. You will learn to guide decisions of your customers with phenomenon so powerful they work in every field from pricing to human mate selection to world renowned “magic” acts (who are quick to admit there is no magic, but only psychology). You will never look at your prices the same way again. What You Will Learn To Boost Your Business: By taking this course, you will: - Better understand the pricing strategies of the world's biggest companies - Get a leap ahead of the competition in the sales arms race - Learn how to create a pricing environment which makes your customers feel more comfortable spending money - Learn and, importantly, UNDERSTAND, the proper order of pricing presentation in many negotiation and sales situations and why the wrong order can cost you 45% of your sales - Learn how to create a product and pricing matrix which can increase product sales by up to 34% - Learn how to ask a question which will double or triple the price paid for a bottle of wine at auction - Learn how to add one inexpensive counter-intuitive option to product options which can increase sales by up to 40% - Learn how one company raised prices by 10% and increased revenue by 95% and why this worked - Learn how to implement several interesting pricing strategies of successful businesses as revealed by some of the world's greatest business strategy researchers - Learn how to implement pricing strategies to reposition your brand on a market wide basis - Learn how to better design your store layout and/or brochures for more sales - Learn how to create a pricing environment which will guide your customers to options which are more profitable for you - Improve your skills in advertisement layout and merchandise display based on key psychological principles - Learn how to create product packages which will increase sales without increasing prices - Learn how to use some items to create a demand for other items - Learn how to increase the perception of value and quality using price - TAKE MOST OF THE GUESSWORK OUT OF YOUR PRICING What People Have To Say: "While we worked together at the world's biggest biotech company, and Philippe did training in our marketing and sales department, he came up with more good ideas in one week than our whole company came up with in a year. Every business, executive, manager, and entrepreneur should hear his pricing and business seminars once." Michael Ketcham, Former Sales Manager - Monsanto Saint Louis, Missouri, USA "I have been successfully managing sales for decades and I can say this is a mind taking and action provoking session -- with sparks! I highly recommend it." Anton Yatchenko Sony (Co-Owner 12 Moscow Stores)   "Worth every Euro. Fascinating." Till Lesinski - Project Manager BMW - Munich, Germany "Extremely useful and enjoyable for everyone." Natalia Semenkova - Manager of Marketing Dixy (a top 3 grocery retail chain in Russia) "Philippe is an enthusiastic, clever guy with a lot of good ideas. He helped us redesign our menus and develop new and interesting products to increase our sales and profits." Alexandra Kutepova - Art Director, Gastronimica Restaurant Holding (Sky Lounge and Florentini Restaurants, Moscow) Miscellaneous: This five day course allows for a day and a half to cover the principles of pricing with several "brains-on" exercises for your group. It then allows for three and a half days to look at your current pricing strategies and a redesign using pricing strategies to boost your sales. People Do Not Make Decisions In Vacuums The psychology of numbers How people evaluate prices in a series  Using options to sell by comparison How to create options for maximum sales, part 1 How to create options for maximum sales, part 2  How to create options for maximum sales, part 3  The effects of price endings in non-luxury markets  Pricing for luxury goods  How to increase perceived value in a bundle of goods  Sale pricing Negotiation and bid principles Increasing perception of quality and value using price Other pricing strategies
agiletdds Agile, TDD and Swift 35 godz. 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.
wofe2 Managing Accountancy in WOFE (Whole Own Foreign Enterprise) in China 7 godz. Creation of this courses has been motivated by the steep learning curve of learning how accounting system work in China. It is targeted to foreigners who work for, managed or founded a Whole Own Foreign Enterprise (WOFE) in China. It allow participants to choose, cooperate and control accounting company. The course is thought by a foreign entrepreneur supported by a Chinese accountant. Overview of accouting practises in China Available software Invoices Pro-forma (commercial invoice) Fapiao Shouju (receipt) VAT and deduction Expanse claims Required audits  
scrumintro Introduction to Scrum 14 godz. Introduction to Scrum What is Agile? What is SCRUM? Why SCRUM?  Challenges 2 Artifacts / 3 Roles / 4 Events Case Study Online references / Study Material Scrum Ceritification Guidelines  
2942 Customer Relationship Management (CRM) 7 godz. 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 
810 Management Skills for technical staff 28 godz. 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
bprca Business Process Re-engineering for Competitive Advantage 21 godz. 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
dddintro Wprowadzenie do Domain Driven Design 14 godz. 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  
bpmana BPM for Managers and Analysts Overview 14 godz. 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
pipro Pi-Projects 2 godz. 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.
strageticthinking Strategic Thinking 21 godz. Strategic Thinking refers to the process of thinking through problems and situations through a big picture lens, considering the implications of various actions, then acting upon the most ideal strategy for overall business success. Good strategic thinkers look at challenges and opportunities analytically and consider them within the context of a company's vision and goals. Whether used by a strategy manager considering how to allocate an investment or a business developer evaluating the potential of expanding into a new market, strategic thinking is a skill that can be learned, practiced, and refined. Strategic thinking gives managers the clarity and edge needed to make better decisions and continuously move their companies in right direction. In this course we walk new managers through the most important concepts of strategic thinking, putting theory into practice through task-based activities based on real-life cases. Participants get a unique opportunity to learn new ways of thinking, implement key concepts to solve problems, reflect on how these principles apply to their own work, and listen to and share their own perspectives to their instructor and class peers. Audience     Junior to mid-level managers     This course is geared towards business development and strategy teams Format of the course     Participants will gain a big-picture understanding of what drives their business and how their role within the organization contributes to the business's goals, vision, and bottom line. The course is interactive and activity-based, with case-studies, team-based tasks and individual presentation and problem-solving making up a important part of the course. Introduction to Strategic Thinking Key business areas that managers must master     Leadership     Strategy     Finance     Communication     Marketing     Culture and innovation Leadership     Self-assessment exercise     The collaboration mindset Strategy     Identifying the company's strategic and operational alignment     The role of the manager in strategy and operations Finance     Understanding the numbers     Finance's role in extending the company's influence, competitiveness and survival Communication     Communicating across functions, departments, regions and language     Presentation skills Marketing     Identifying and responding to demand and market shifts     How technology changes the game Culture and Innovation     An organization's personality     A growth and learning mindset Strategic decision making     Anticipating problems     Obtaining and interpreting information     Placing challenges and opportunities within strategic context     Discussion, decision and feedback Professional development     Mentorship and ongoing training     Seeing the future and using it to your advantage Closing remarks
PRICES102 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1.5 Day Course with Half Day Sales and Marketing Evaluation 14 godz. This is the two day version of the award winning course that helps you stop leaving money on the table, convert more sales, get bigger judgements, and gets your customer to perceive more value in your product offering while making them feel more comfortable spending money. It's like a 7th generation smart phone for your pricing designed by someone who was responsible for training in the marketing and sales department of the world's biggest biotech company which had both B2C and B2B operations. Awards: A shortened version of this training program, developed by Philippe -- who was responsible for training in the marketing and sales department of the world's biggest biotech company -- won its presenter, "Top Trainer" at the 2016 B2B Master conference in Kiev. Course Description: When asked to choose a pricing order which would maximize revenue in a sales situation, 95% of managers, directors, even CEOs of huge internet companies choose the option which would cost them almost 45% of sales. Learn how to create pricing environments and product matrixes which have been shown again and again to make customers and clients feel more comfortable spending money, using ideas developed and researched by some of the world's biggest companies and Nobel prize winners. Achieve 15%, 23%, 43%, and greater increases in sales and revenue with simple, low cost strategies which are applicable in virtually every aspect of B2B sales. Every entrepreneur, director, graphic designer, sales manager, consultant, advertising specialist, and human being responsible for their own brand should see this seminar at least once in their lives. Indeed, it is essential knowledge for those in the R&D department and tasked with developing new products because an understanding of how customers see a product matrix and spend money within it are key and can lead to significantly different levels of revenue and profit for the company. A lot has changed in the world in the last 60 years. You’re not communicating with technology from the 1960s, like snail mail – or clunky typewriters. In the time it has taken for us to develop our communication tools of today, Nobel Prize winning economists and other researchers have forged ahead in the understanding of human behaviour. You will be exposed to case studies and study after study in field after field of pricing, value estimation and purchase decision making to discover common threads in human behaviour and how to create both more perceived value in your product line offering as well as increase sales for year-end reports. You will learn to guide decisions of your customers with phenomenon so powerful they work in every field from pricing to human mate selection to world renowned “magic” acts (who are quick to admit there is no magic, but only psychology). You will never look at your prices the same way again. What You Will Learn To Boost Your Business: By taking this course, you will: - Better understand the pricing strategies of the world's biggest companies - Get a leap ahead of the competition in the sales arms race - Learn how to create a pricing environment which makes your customers feel more comfortable spending money - Learn and, importantly, UNDERSTAND, the proper order of pricing presentation in many negotiation and sales situations and why the wrong order can cost you 45% of your sales - Learn how to create a product and pricing matrix which can increase product sales by up to 34% - Learn how to ask a question which will double or triple the price paid for a bottle of wine at auction - Learn how to add one inexpensive counter-intuitive option to product options which can increase sales by up to 40% - Learn how one company raised prices by 10% and increased revenue by 95% and why this worked - Learn how to implement several interesting pricing strategies of successful businesses as revealed by some of the world's greatest business strategy researchers - Learn how to implement pricing strategies to reposition your brand on a market wide basis - Learn how to better design your store layout and/or brochures for more sales - Learn how to create a pricing environment which will guide your customers to options which are more profitable for you - Improve your skills in advertisement layout and merchandise display based on key psychological principles - Learn how to create product packages which will increase sales without increasing prices - Learn how to use some items to create a demand for other items - Learn how to increase the perception of value and quality using price - TAKE MOST OF THE GUESSWORK OUT OF YOUR PRICING What People Have To Say: "While we worked together at the world's biggest biotech company, and Philippe did training in our marketing and sales department, he came up with more good ideas in one week than our whole company came up with in a year. Every business, executive, manager, and entrepreneur should hear his pricing and business seminars once." Michael Ketcham, Former Sales Manager - Monsanto Saint Louis, Missouri, USA "I have been successfully managing sales for decades and I can say this is a mind taking and action provoking session -- with sparks! I highly recommend it." Anton Yatchenko Sony (Co-Owner 12 Moscow Stores)   "Worth every Euro. Fascinating." Till Lesinski - Project Manager BMW - Munich, Germany "Extremely useful and enjoyable for everyone." Natalia Semenkova - Manager of Marketing Dixy (a top 3 grocery retail chain in Russia) "Philippe is an enthusiastic, clever guy with a lot of good ideas. He helped us redesign our menus and develop new and interesting products to increase our sales and profits." Alexandra Kutepova - Art Director, Gastronimica Restaurant Holding (Sky Lounge and Florentini Restaurants, Moscow Miscellaneous: This two day version of this course allow you to spend more time working on understanding and applying these principles and allows for better coverage of some of the principles. It also allows a half day for your group to look at your particular pricing situation and develop solutions with the involvement of the course instructor. People Do Not Make Decisions In Vacuums The psychology of numbers How people evaluate prices in a series  Using options to sell by comparison How to create options for maximum sales, part 1 How to create options for maximum sales, part 2  How to create options for maximum sales, part 3  The effects of price endings in non-luxury markets  Pricing for luxury goods  How to increase perceived value in a bundle of goods  Sale pricing Negotiation and bid principles Increasing perception of quality and value using price Other pricing strategies
myccmr Marketing for your company: Understand customer, do marketing right 28 godz. Understand marketing. Touch your customers´ feelings. Prepare your own plan. Make your marketing and business in line with customer expectations and exceed them. Marketing introduction Historical development Which phase are you in? Drawing your own development Failures Typical marketing failures How to avoid failures Practical excercises Successful stories Analyses of successful companies Inside look Outside look Advertising and brand management What you can learn Customer Customer in the center Meet and know your customer Customer thinking Customer satisfaction Analyses Analyses of your marketing and business Making structure and improvements for your business Creating your own strategy Action Solving small problems Doing right things in the right time Creating your own secrets and difference Extra Be a leader Think like a leader
apachemaven Apache Maven 21 godz. 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
softengret Software Engineering, Requirements Engineering and Testing 63 godz. 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
bpmess BPM Essentials 21 godz. This BPM training will teach you how to automate and manage a broad range of business workflows. We will examine the automation steps within a typical process in which work items are passed from one participant to another for action, according to a set of business rules. You will obtain first hand guidance on automated monitoring best practices as well as tips and tricks for efficient governance practices. At course completion,you will be able to: Understand the key terms and concepts in BPM Use major methodologies and techniques for implementing BPM Define the various technologies that support BPM Learn to discriminate between process and rules requirements Map written business cases into process areas and rule sets Understand variations in strategies between rules-centric and process centric approaches Develop business intelligence from process description & rule sets Introduction Course Objectives Why BPM? Topology of a BPM architecture BPM Vendors overview Positioning of vendor tools BPM Overview BPM vs BPMS When to choose a BPMS IT and business must work hand in hand Matching the right technology to your problem Overview of a BPM system Architecture of a BPM System Topology and scalability Design tools Deployment tools Monitoring and management The process engine Process definition repository Transaction manager Connector framework Administering Processes using Process Monitoring Managing a Process Modeling a Process with BPMN Platform Administration Interfacing with BAM (business activity monitoring) Adding a Notification to a Process Notification Channel Core BPMS features and Interfaces Repository support Database support The Adapter SDK The level of required customisation Involvement of development languages Human workflow solutions BPM as enabler of SOA: Key components Application frontends Basic Services The value of an ESB Increased agility for the business Governance and Business strategy The personal perspective Innovation, growth and flexibility The past: data/functions vs objects & services The future: core business logic vs process control logic Design implications for Architects Alignment of Business and IT Business Rules Motivations for BRs Basic Concepts KPI Principles New Roles of Business and I/T The Business Focus in Business Rules When is a BR Approach Appropriate? New Aspects for Scoping a BR Project Key Elements of a BR Project Plan Choosing the right approach Start at the beginning: the business Definition of business competencies Identifying differentiators and overhead From requirements to components What components should be re-usable? Architecture requirements Reaching vendor independence Roadmap to enterprise renovation Continuous improvements
809 Introduction to Lean Six Sigma green belt 21 godz. 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
pemm Personal Efficiency and Managing Meetings 7 godz. 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
wssoapwsdl WebServices with SOAP and WSDL Basics 14 godz. 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
processmining Process Mining 21 godz. Process mining, or Automated Business Process Discovery (ABPD), is a technique that applies algorithms to event logs for the purpose of analyzing business processes. Process mining goes beyond data storage and data analysis; it bridges data with processes and provides insights into the trends and patterns that affect process efficiency.  Format of the course     The course starts with an overview of the most commonly used techniques for process mining. We discuss the various process discovery algorithms and tools used for discovering and modeling processes based on raw event data. Real-life case studies are examined and data sets are analyzed using the ProM open-source framework. Audience     Data science professionals     Anyone interested in understanding and applying process modeling and data mining Overview     Discovering, analyzing and re-thinking your processes Types of process mining     Discovery, conformance and enhancement Process mining workflow     From log data analysis to response and action Other tools for process mining     PMLAB, Apromoro     Commercial offerings Closing remarks
PRICES101 B2B Power Pricing! 12 Principles of Pricing Strategy To Boost B2B Profits - 1 Day Course 7 godz. This is the one day version of the award winning course that helps you stop leaving money on the table, convert more sales, get bigger judgements, and gets your customer to perceive more value in your product offering while making them feel more comfortable spending money. It's like a 7th generation smart phone for your pricing designed by someone who was responsible for training in the marketing and sales department of the world's biggest biotech company which had both B2C and B2B operations. Awards: A shortened version of this training program, developed by Philippe -- who was responsible for training in the marketing and sales department of the world's biggest biotech company -- won its presenter, "Top Trainer" at the 2016 B2B Master conference in Kiev. Course Description: When asked to choose a pricing order which would maximize revenue in a sales situation, 95% of managers, directors, even CEOs of huge internet companies choose the option which would cost them almost 45% of sales. Learn how to create pricing environments and product matrixes which have been shown again and again to make customers and clients feel more comfortable spending money, using ideas developed and researched by some of the world's biggest companies and Nobel prize winners. Achieve 15%, 23%, 43%, and greater increases in sales and revenue with simple, low cost strategies which are applicable in virtually every aspect of B2B sales. Every entrepreneur, director, graphic designer, sales manager, consultant, advertising specialist, and human being responsible for their own brand should see this seminar at least once in their lives. Indeed, it is essential knowledge for those in the R&D department and tasked with developing new products because an understanding of how customers see a product matrix and spend money within it are key and can lead to significantly different levels of revenue and profit for the company. A lot has changed in the world in the last 60 years. You’re not communicating with technology from the 1960s, like snail mail – or clunky typewriters. In the time it has taken for us to develop our communication tools of today, Nobel Prize winning economists and other researchers have forged ahead in the understanding of human behaviour. You will be exposed to case studies and study after study in field after field of pricing, value estimation and purchase decision making to discover common threads in human behaviour and how to create both more perceived value in your product line offering as well as increase sales for year-end reports. You will learn to guide decisions of your customers with phenomenon so powerful they work in every field from pricing to human mate selection to world renowned “magic” acts (who are quick to admit there is no magic, but only psychology). You will never look at your prices the same way again. What You Will Learn To Boost Your Business: By taking this course, you will: - Better understand the pricing strategies of the world's biggest companies - Get a leap ahead of the competition in the sales arms race - Learn how to create a pricing environment which makes your customers feel more comfortable spending money - Learn and, importantly, UNDERSTAND, the proper order of pricing presentation in many negotiation and sales situations and why the wrong order can cost you 45% of your sales - Learn how to create a product and pricing matrix which can increase product sales by up to 34% - Learn how to ask a question which will double or triple the price paid for a bottle of wine at auction - Learn how to add one inexpensive counter-intuitive option to product options which can increase sales by up to 40% - Learn how one company raised prices by 10% and increased revenue by 95% and why this worked - Learn how to implement several interesting pricing strategies of successful businesses as revealed by some of the world's greatest business strategy researchers - Learn how to implement pricing strategies to reposition your brand on a market wide basis - Learn how to better design your store layout and/or brochures for more sales - Learn how to create a pricing environment which will guide your customers to options which are more profitable for you - Improve your skills in advertisement layout and merchandise display based on key psychological principles - Learn how to create product packages which will increase sales without increasing prices - Learn how to use some items to create a demand for other items - Learn how to increase the perception of value and quality using price - TAKE MOST OF THE GUESSWORK OUT OF YOUR PRICING What People Have To Say: "While we worked together at the world's biggest biotech company, and Philippe did training in our marketing and sales department, he came up with more good ideas in one week than our whole company came up with in a year. Every business, executive, manager, and entrepreneur should hear his pricing and business seminars once." Michael Ketcham, Former Sales Manager - Monsanto Saint Louis, Missouri, USA "I have been successfully managing sales for decades and I can say this is a mind taking and action provoking session -- with sparks! I highly recommend it." Anton Yatchenko Sony (Co-Owner 12 Moscow Stores)   "Worth every Euro. Fascinating." Till Lesinski - Project Manager BMW - Munich, Germany "Extremely useful and enjoyable for everyone." Natalia Semenkova - Manager of Marketing Dixy (a top 3 grocery retail chain in Russia) "Philippe is an enthusiastic, clever guy with a lot of good ideas. He helped us redesign our menus and develop new and interesting products to increase our sales and profits." Alexandra Kutepova - Art Director, Gastronimica Restaurant Holding (Sky Lounge and Florentini Restaurants, Moscow) Miscellaneous: This day long course includes several exercises which allow participants to get a better feel for the principles in use, with feedback from the course instructor.  People Do Not Make Decisions In Vacuums The psychology of numbers How people evaluate prices in a series  Using options to sell by comparison How to create options for maximum sales, part 1 How to create options for maximum sales, part 2  How to create options for maximum sales, part 3  The effects of price endings in non-luxury markets  Pricing for luxury goods  How to increase perceived value in a bundle of goods  Sale pricing Negotiation and bid principles Increasing perception of quality and value using price Other pricing strategies
hadoopba Hadoop for Business Analysts 21 godz. 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
sysmlmd Applying SysML with MAGICDRAW 21 godz. 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
95235 ITIL Expert, PMP & PRINCE2 Practitioner 21 godz. ITIL The ITIL Foundation Certification is an entry-level Certification for IT Professionals. Globally, it is the most widely accepted framework for IT Service Management. ITIL Foundation is a comprehensive collection of “best practices” framework provided by APMG,UK/CSME,USA. Knowledge gained from the ITIL Foundation plays a significant role in delivering value to customers by providing IT Services efficiently and effectively. A Certificate in ITIL Foundation is evidence that a person understands ITIL terminology, structure, fundamental concepts, and has comprehended the core principles of ITIL practices. Our ezPrep ITIL Foundation Training Program is packed with lots of practical examples, recapitulations, followed by a real-life case study that reinforces learning and provides a thorough grasp of the concepts. • Introduction & Awareness to ITIL Concepts, Terminology - • The Service Lifecycle - Understand the concepts of ITIL® lifecycle stages, processes, functions, roles & responsibilities. Five core publications map the entire ITIL® Service Lifecycle are.. 1. Service Strategy - How to align IT strategy with business goals and expectations. 2. Service Design - Transform business requirements into strategic solutions. 3. Service Transition - Manage change, risk, and quality assurance. 4. Service Operation - Stabilize day-to-day business operations delivering value. 5. Continual Service Improvement - For overall process and service improvement.
wfsadm WildFly Application Server Administration 14 godz. 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
808 Introduction to Lean Six Sigma Training 21 godz. 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
pplteamman People and Team Management 21 godz. 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
sixsigmabb Six Sigma Black Belt 84 godz. 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.
scrumpdtown Scrum Product Owner 7 godz. 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
designpat Design Patterns 14 godz. 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
Influence Influence in Action 14 godz. Pfizer, Hewlett Packard, DellEMC and VMware have benefited from this programme, developing a better balance in their influencing style and demonstrating a resilient response to challenges in the work place. If you want to : • Create high-performing work teams • Consistently win contracts from pitching • Successfully negotiate the best deals • Build shareholder value, year on year... then you need our influencing programme This programme equips your team to further develop their influencing skills. This programme is appropriate for team members who have already developed their basic communication and influencing skills either through development opportunities or through formal training.
ubpmbpmn2 Understanding Business Process Modeling with BPMN 2.0 14 godz. This training course aims at helping business analysts to learn to model efficiently their business processes using BPMN as well as resources that are handled by their activities. Being conducted by an agile enterprise framework, business analysts learn during this course how to use appropriate BPMN notations and business extensions of UML in order to deal with their "business requirements" and coherently drive underlying design level activities. 1 Introduction     1.1 Total Quality Management (TQM)      1.2 Business Process Reengineering (BPR)     1.3 Six Sigma     1.4 Business process management (BPM)     1.5 The Process Perspective     1.6 Process Management     1.7 Process Modeling Analysis & Design         1.7.1 BPM Lifecycle             1.7.1.1 BPM Lifecycle             1.7.1.2 BPM Lifecycle     1.8 Stakeholders in the BPM Lifecycle         1.8.1 Ownership of Processes             1.8.1.1 Process Owner Responsibilities             1.8.1.2 Process Owner Skills & Capabilities     1.9 BPMN Elements         1.9.1 The five basic categories of elements          1.9.2 Flow Objects          1.9.3 Data          1.9.4 Connecting Objects          1.9.5 Swimlanes          1.9.6 Artifacts      1.10 Business Process Management Systems (BPMS)         1.10.1 BPMS Key Drivers and Objectives 1         1.10.2 BPMS Key Drivers and Objectives 2         1.10.3 Processing Modeling         1.10.4 The BPM Technology Continuum         1.10.5 The BPM Stack         1.10.6 The BPM Stack 2 Business Process     2.1 Process Logic     2.2 Conformance     2.3 Sub-models within an end-to-end BPMN model      2.4 BPMN and WSBPEL      2.5 BPMN 2.0 compared to BPMN 1.2      2.6 BPMN Sub-models      2.7 Private (Internal) Business Process     2.8 Public Process      2.9 Collaboration     2.10 Choreography     2.11 Conversation      2.12 Levels of BPMN Process Modelling         2.12.1 Descriptive modeling     2.13 BPMN Activity     2.14 Types of Activities     2.15 Types of Sub-Processes     2.16 Sequence Flow     2.17 Token      2.18 Sequence Flow Splitting     2.19 Basic BPMN Flow Objects     2.20 Quiz 3 BPMN Concepts for Analysts      3.1 Gateways          3.1.1 Exclusive Gateway          3.1.2 Exclusive Gateway Example         3.1.3 Merging (exclusive)         3.1.4 Parallel Gateway          3.1.5 Parallel Gateway Example 1         3.1.6 Parallel Gateway Example 2         3.1.7 Inclusive Gateway          3.1.8 Inclusive Gateway Example 1         3.1.9 Inclusive Gateway Example 2     3.2 Gateways Quiz      3.3 Events          3.3.1 Events Example         3.3.2 None Events     3.4 Pool and Participant     3.5 Message Flows          3.5.1 Demonstration      3.6 4 Basic Message Events          3.6.1 Message Events Example     3.7 Timer Events          3.7.1 Timer Example 1         3.7.2 Timer Example 2     3.8 Interrupting vs. Non-Interrupting     3.9 Event-Based Exclusive Gateway         3.9.1 Example         3.9.2 Example         3.9.3 Event-Based Gateway Starts a Process     3.10 Artifacts          3.10.1 Group          3.10.2 Text Annotation      3.11 Types of Tasks          3.11.1 Receive Task          3.11.2 Send Task          3.11.3 Service Task          3.11.4 User Task          3.11.5 Manual Task          3.11.6 Business Rule Task          3.11.7 Script Task          3.11.8 Asynchronous Communication - tasks         3.11.9 Asynchronous Communication - events         3.11.10 Synchronous Communication      3.12 Parallel Event-Based Gateway     3.13 Complex Gateway     3.14 Data Modeling         3.14.1 Data Objects         3.14.2 Data Input, Data Output         3.14.3 Data Store     3.15 Link Events         3.15.1 Link Events Example          3.15.2 Link Events as Off-Page Connector     3.16 Signal Events         3.16.1 Signal Event Example 1         3.16.2 Signal Event Example 2     3.17 Error Events         3.17.1 Error Events Example 1         3.17.2 Error Events Example 2         3.17.3 Error Events Example 3     3.18 Escalation Events         3.18.1 Escalation Example     3.19 Compensation         3.19.1 Compensation handler         3.19.2 Compensation Using Event Sub-Process     3.20 Transaction         3.20.1 Transaction in BPMN         3.20.2 Collapsed Transaction Sub-Process         3.20.3 Cancel Events     3.21 Loops and multi-instance         3.21.1 Standard Loop          3.21.2 Multi-Instance Activity         3.21.3 Multi-Instance Activity Example     3.22 Global Task and Global Process         3.22.1 Call Activity     3.23 Events Quiz      3.24 Artifacts Quiz      3.25 Process, Collaboration, Choreography and Conversation in BPMN 2.0         3.25.1 Process - again             3.25.1.1 Types of BPMN Processes          3.25.2 Collaboration         3.25.3 Choreography             3.25.3.1 Choreography Example 1             3.25.3.2 Choreography Task             3.25.3.3 Choreography Task with a Message             3.25.3.4 Two-way Choreography Task             3.25.3.5 Sequence Flow             3.25.3.6 Gateways             3.25.3.7 Exclusive Gateway Example             3.25.3.8 Choreography Example 2 from spec             3.25.3.9 Choreography Example 2 from spec         3.25.4 Conversations             3.25.4.1 Conversation Example 4 Workflow Patterns      4.1 Workflow (Control Flow) Patterns      4.2 Workflow (Control Flow) Patterns      4.3 New Control-Flow Patterns      4.4 Basic Patterns: Sequence      4.5 Basic Patterns: Parallel Split      4.6 Basic Patterns: Synchronization      4.7 Basic Patterns: Exclusive Choice      4.8 Basic Patterns: Simple Merge      4.9 Basic Patterns: Multi-Choice      4.10 Basic Patterns: Structured Synchronizing Merge      4.11 Basic Patterns: Multi-Merge      4.12 Basic Patterns: Structured Discriminator      4.13 Basic Patterns: WCP-10 Arbitrary Cycles  5 Structural Patterns      5.1 Basic Patterns: Implicit Termination      5.2 Basic Patterns: Multiple Instances without Synchronization      5.3 Basic Patterns: Multiple Instances with a priori Design-Time Knowledge      5.4 Basic Patterns: Multiple Instances with a priori Run-Time Knowledge      5.5 Basic Patterns: Multiple instances without a priori run-time knowledge      5.6 Basic Patterns: Deferred Choice      5.7 Basic Patterns: Interleaved Parallel Routing      5.8 Basic Patterns: Milestone      5.9 Basic Patterns: Cancel Activity      5.10 Basic Patterns: Cancel Case  6 Simulate and Execute BPMN Models     6.1 Process Models Simulation     6.2 Correspondences BPMN and UML     6.3 BPMN tools Notice : The above training-mentoring sessions are conducted interactively using Business Modeling tools in order to ensure good level of traceability between business specifications and their execution. Concepts are first explained using basic examples and are then followed by solution drafts to your own problems. After this session, we can accompany you by reviewing and validating your solutions depending on your needs.
grmcfun Governance, Risk Management & Compliance (GRC) Fundamentals 21 godz. Course goal: To ensure that an individual has the core understanding of GRC processes and capabilities, and the skills to integrate governance, performance management, risk management, internal control, and compliance activities. Overview: GRC Basic terms and definitions Principles of GRC Core components, practices and activities Relationship of GRC to other disciplines   Day One GRC Fundamentals Training Course Overview GRC Capability Model –Introduction GRC Key Definitions Day Two Learn Component Align Component Perform Component Day three Review Component GRC standards and frameworks GRC applications and technology GRC certifications
infavdconf Influencing and Avoiding Conflict 21 godz. 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
busicn Starting Business in China 21 godz. This course is designed for business owners, entrepreneurs and managers who want start a business in People's Republic of China. It focuses on professional services industry (consulting, hi-tech, etc...), though people working in other industries can also benefit from the course. Th motivation to create this course was that there are a lot of courses focusing on culture or pure legal aspect of doing business in China, there was no course which would comprehensively cover all aspects of the business. This course does not provide any legal advise. It is provided by people who started their own business in China, not lawyers. Company types Choosing type of company WOFE Partnership Franchise Others Legal requirements Process, departments and permissions Limitation of operations in China Choosing Location Regulations in different areas Free trade-zones Municipalities Office renting requirements Choosing office provider Business Operations Company chops (stamps) Significance of chops Types of chops Hiring Subcontracting Basics of accountancy in China Marketing Website Where to host Permission to host in mainland china Search Engine Optimization Online Marketing Offline Marketing Very Short Cultural Hints Learning the language Myths Other things you shall know
agilekanban Zwinne zarządzanie projektami za pomocą Kanban 14 godz. 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. Wstęp do Agile Dlaczego Agile? Jakie są główne założenia Agile? Jak działają mechanizmy Agile? Jak Agile może pomóc? Command & Control vs. Agile Model fabryki Funkcjonowanie działa Funkcjonowanie rakiety Filary Kanban Big Picture Proces Założenia Kanban Zasady Kanban Metryki Diagram przepływu + praktyki techniczne  Praca zespołowa Wspólna odpowiedzialność Samoorganizacja Interdyscyplinarność Korzyść „właściwej” pracy zespołowej Tablica Kanban Jak zwizualizować proces? Jak zbudować tablicę Kanban? Czym są i jak wprowadzić limity WIP? Czym są i jak wprowadzić Classes of Service? Zaangażowanie klienta Najczęstsze marnotrawstwo Strumień wartości Marnotrawstwo Value Stream Mapping Analizowanie marnotrawstwa (ang. Waste) Główne koncepcje Kaizen (MUDA / MURI / MURA) Analizowanie wąskich gardeł (ang. Bottlenecks) Pięć stanów skupienia   Symulacja Gra symulacyjna Dyskusja Tematy zaawansowane
782 Finanse dla niefinansistów 14 godz. 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
mantdev Management and Team Development 7 godz. 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
sixsigmagb Six Sigma Green Belt 70 godz. 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
scrummanexec Scrum for Managers and Executives 7 godz. 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
umlad UML Analysis and Design 21 godz. 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
jenkins Continuous integration with Jenkin 14 godz. Jenkins is an open-source continuous integration tool written in Java. It is a server-based system that runs in a servlet container such as Apache Tomcat. Jenkins supports a number of Software Configuration Management (SCM) tools, including CVS, Subversion, Git, Perforce, and Clearcase, among others. It is highly scriptable and provides support for Apache Ant, Apache Maven, shell scripts, and Windows batch commands. This course covers the concepts, tools and techniques needed to carry out continuous integration of your software projects in an Agile environment. Participants carry out a series of hands-on exercises throughout the course to apply their knowledge in real situations. Interaction among instructor and participants is encouraged. Real-world cases are discussed and specific issues and questions are addressed and resolved in class. Audience Build engineers Software developers involved in agile development QA engineers Project managers Release managers Format of the course     Part lecture, part discussion, heavy hands-on practice   Introduction to Jenkins     Why continuous integration?     Distributing builds across different systems. Setting up Jenkins Installing Jenkins plugins Building with Jenkins Testing with Jenkins Deploying with Jenkins Automating with Jenkins Securing Jenkins Best practices for Jenkins Reporting in Jenkins Closing remarks
condev Contemporary Development Principles and Practices 14 godz. The course covers contemporary development principles and practices, including the place of project management, testing and business analysis, within Agile and traditional Waterfall contexts. The course is intended to be workshop-style with opportunities for delegates to ask questions and explore real life application of the content. This course comprises a series of modules with each module designed to take 1.5hrs, ie 1 training day would consist of 4 modules. Intended Audience This course is aimed at those who want to gain a rapid overview of contemporary Waterfall & Agile software development and the impact on project management, testing and business analysis. Module 1:  Traditional Development Approaches 1.1 Overview of Sequential, Predictive Development Approaches Description of sequential, predictive ‘Waterfall’ approaches Timeline of evolution of Waterfall approaches 1.2 Strawman Waterfall Dr Winston Royce’s Waterfall model Benefits of Waterfall for controlling projects Royce’s “Inherent risks” 1.3 V-Model Early verification and validation Benefits of V-model 1.4 Incremental Models Example of Rational Unified Process Incremental delivery Breaking down scope and managing risk 1.5 When to Use Waterfall Defined process control Module 2:  Prince2 Overview 2.1 What is Prince2? Definition and origins Prince2 Certifications: Foundation, Practitioner, Agile Benefits of Prince2 2.2 Prince2 Methodology Roles – Project manager, customer, user, supplier, project board Management Techniques – Project assurance, project support Scope - Interaction with contracts and contractual management Controlling Change – Risk, quality, and change management 2.3 Prince2 Process Model Directing a project Starting up a project Initiating a project Managing stage boundaries Controlling a stage Managing product delivery Closing a project Planning                              Module 3:  Agile Overview 3.1 Historical Overview Timeline of evolution of ‘Agile’ ideas 90’s to present Early Agile approaches – Scrum, XP, DSDM Agile Developments – Kanban, BDD, DevOps, Scaling 3.2 The Agile Manifesto Background to creating the Manifesto Agile Manifesto overview Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Module 4:  Agile Principles 4.1 The 12 Agile Principles Group discussion on each principle 4.2 Summary of Agile concepts Iterative planning and development Continuous improvement Continuous learning Collaboration and face-to-face communication Collective accountability Cross-functional teams Module 5:  Agile Project Management with Scrum 5.1 The Scrum Framework Overview – Scrum Guide 2016 Scrum roles and responsibilities – Scrum Master, Product Owner, Team Scrum events – Sprint, Sprint Planning, Review, Retrospective, Daily Scrum Scrum artefacts – Product Backlog, Sprint Backlog, Product Increment 5.2 Agile Project Management Principles Empirical Process Control Iterative planning and reporting Continuous Improvement and retrospection Resource management and teams Module 6: Software Testing 6.1 Testing Fundamentals The Fundamental Test Process Planning, Analysis & Design, Execution, Evaluation, Closure Test levels – unit, integration, system, user acceptance Test approaches – requirements-based, risk-based, experience-based Test design techniques – white-box, black-box techniques 6.2 Agile Testing Agile Testing Quadrants overview – test strategy, planning Test-driven development Test automation principles – test automation pyramid 6.3 Test Types Technology-facing tests that guide development Unit testing, TDD, smoke tests Business-facing tests that guide development Story tests, examples, acceptance testing Business-facing tests that critique the product Exploratory testing, Alpa/Beta testing, UAT Technology-facing tests that critique the product Performance testing, usability, quality attributes               Module 7:  Traditional Business Analysis 7.1 What is Business Analysis? Business analysis and the business analyst Levels of business analysis – enterprise, project, operational Business Analysis principles 7.2 IIBA BA Book of Knowledge – Knowledge Areas Business Analysis Planning and Monitoring Elicitation and Collaboration Requirements Life Cycle Management Strategy Analysis Requirements Analysis and Design Definition Solution Evaluation Module 8:  Agile Business Analysis 8.1 Agile Business Analysis Considerations Iterative development Cross-functional teams Collaboration between business and technology areas 8.2 Behaviour-Driven Development Overview Origins in TDD and recent developments Definitions – BDD, ATDD, Specification by Example 8.3 BDD Activities Focus on features that deliver business value Derive features collaboratively Keep options open Use concrete examples to illustrate features Write executable specifications Create living documentation 8.4 Agile BA Techniques & Tools Business value definition Personas Impact Mapping Real options User Stories and acceptance criteria Relative estimation Given-When-Then template Tool support for BDD
istqbate ISTQB - Agile Tester Extension - Exam Preparation 21 godz. This is preparation course for Agile Tester Extension Exam by ISTQB. The price of the exam is not included the the price of the course. Agile Software Development The Fundamentals of Agile Software Development Aspects of Agile Approaches Fundamental Agile Testing Principles, Practices, and Processes The Differences between Testing in Traditional and Agile Approaches Status of Testing in Agile Projects Role and Skills of a Testiner in an Agile Team Agile Testing Methods, Techniques, and Tools Agile Testing Methods Assessing Quality Risks and Estimating Test Effort Techniques in Agile Projects Tools in Agile Projects
soadtbs Designing SOA using BPM and SoaML 21 godz. 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
74888 Social Media Marketing 7 godz. Why is Social Media Marketing so important these days? The estimated number of social network users will be 2 billion this year and is expected to grow! The business impact: 86% of marketers consider social media important 75% of marketers started using social media marketing in the last three years Marketing budgets shift fast to social media Social Media Marketing is beyond any doubt becoming more and more essential way of advertising your services and products on the internet. ​Knowing how to handle the social media marketing strategies, applications and other tools allows you to create cost-efficient campaigns and get ahead of your competitors. You will learn how to supercharge your customer in online environments like: Facebook Twitter YouTube Google+ LinkedIn You will learn the fundamentals of the social media marketing environment and learn how to create effective marketing campaigns and essentially know how to: Generate leads Create social media marketing campaigns Increase conversion rates Increase traffic Improve your search engine rating Improve customer experience Improve brand loyalty Reach more prospects with less effort Minimize your marketing costs Create exponentially spreading viral marketing content
3809 Prototypowanie interaktywnych makiet - Axure 14 godz. 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.
agiletdd Agile TDD 7 godz. 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
779 Międzynarodowe Standardy Rachunkowości i Sprawozdawczości Finansowej (MSR, MSSF) (IAS, IFRS) 7 godz. 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.
hip High Impact Presentations 7 godz. 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.
agilesofttest Agile Software Testing 14 godz.   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
sixsigmayb Six Sigma Yellow Belt 21 godz. 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
strapra Planowanie strategiczne w praktyce 14 godz. 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
prodown Preparation for Professional Product Owner 14 godz. This course is designed to provide a clear understanding of Scrum and the importance of the role of the Product Owner and is highly interactive.  Audience: Product managers, Scrum Product Owners, Scrum Masters, Managers of business lines, architects, strategy managers, business analysts or anyone with and interest and role in optimizing the return of investment. Module 1: Coverage of Scrum principles and values Scrum framework, roles & responsibilities , artifacts and events Why disciplined and intelligent use of Scrum is so important to achieve business value Module 2: The need for and the power of feedback loops Managing Requirements , clearly express Product Backlog items How to deal with stakeholders The importance of Quality and Total Cost of Ownership (TCO) How Scrum can be employed to achieve business objectives and maximise ROI Module 3: Planning Releases, Lean Planning How to maintain product agility How to deal with distributed teams How to start & scale The role of the Product Owner Q&A Certification: Scrum.org provides an online assessment where you can achieve the internationally recognised Professional Product Owner™ I Certification upon achieving 85% or more of the available points. The assessment may be taken independently following the course; the fee for the assessment is currently around £200 and entitles you to one attempt.
agiletest Rola testera w Agile 7 godz. Celem szkolenia jest nabycie wiedzy i przećwiczenie w warsztatowej formie zagadnień roli i odpowiedzialności testera, a w szczególności samego testowania w metodach Agile. Grupa docelowa szkolenia to osoby pełniące rolę zapewnienia jakości w dostarczaniu oprogramowania, zarówno testerzy, liderzy zespołów, menedżerowie liniowi, jak również kadra zarządzająca. 1. Testowanie a Metoda Scrum a. Role projektowe i rola samego testera w Agile b. Artefakty wspomagające proces wytwórczy i testowanie c. Wydarzenia oraz miejsce testera w tych wydarzeniach d. Reguły Agile e. + praktyki techniczne 2. Praca zespołowa a. Rola testera w kontekście zespołów funkcjonalnych vs. zespołów interdyscyplinarnych b. Wspólna odpowiedzialność c. Samoorganizacja d. Interdyscyplinarność e. Korzyść „właściwej” pracy zespołowej 3. Planowanie i szacowanie a. Wymagania a testy b. Jak tworzyć „dobre” wymagania? c. Czy, kiedy i jak tester zaangażowany jest w proces tworzenia wymagań? d. Korzyści wymagań w formie historyjek, a inne formy e. Definition of Done a Definition of Ready f. Po co planować i kiedy planowanie zawodzi? Planning Poker h. Wizualizacja postępu prac 4. Strategie testowania w Agile a. Test Driven Development (TDD) b. Acceptance Test Driven Development (ATDD) c. Behavioral Driven Development (BDD) d. Specification by Example (SBE) 5. Środowisko developerskie a testerskie a. Narzędzia b. Ciągła integracja (Continuous Integration) c. Automatyzacja testów (Test Automation) d. Metryki wspierające
agilesofttesto Agile Software Testing Overview 7 godz. Testing Foundations Artefacts and terminology Fundamental test process  Testing Principles Testing quadrants and test types Collaboration & QA Test automation Tests that guide development Unit testing  Functional testing & acceptance criteria Test-driven approaches Tests that critique the product Exploratory testing  Non-functional testing Test design techniques 
oobdp Object Oriented Design using Design Patterns 14 godz. 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.
tsajbossj Tunning serwerów aplikacyjnych JBoss7 i Jetty 8/9 14 godz. 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.
3632 Organisational Behaviour 14 godz. 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
2730 Tworzenie stron internetowych i optymalizacja pod kątem marketingu internetowego 35 godz. Kurs zapewnia zapoznanie się z tematem tworzenia stron internetowych w oparciu o dostępne rozwiązania techniczne jak również ich optymalizację pod kątem SEO i prowadzeniem marketingu internetowego. Uczestnicy poznają metody tworzenia nowoczesnych stron internetowych w oparciu o język XHTML i CSS oraz zasady dobrego projektowania graficznego. Zdobyta wiedza pozwoli na tworzenie własnych lub rozbudowę istniejących stron internetowych. Na kursie poruszane są tematy systemów zarządzania treścią, a także wszystkie elementy dobrej optymalizacji strony pod kątem wyszukiwarek internetowych jak również integracji z mediami społecznościowymi. Projektowanie graficzne stron internetowych Proces projektowania graficznego Układ i kompozycja Teoria siatki Układ reagujący na zmianę szerokości Teoria koloru Tekstura Typografia Tworzenie stron internetowych Proces tworzenia kodu Składnia i elementy języka XHTML Kaskadowe arkusze stylów CSS Model pojemnika Pozycjonowanie elementów Podstawy języka JavaScript Urządzenia mobilne Optymalizacja i zarządzanie stronami internetowymi Marketing internetowy Metody optymalizacji Dobre praktyki SEO Systemy zarządzania treścią Bezpieczeństwo aplikacji internetowych Media społecznościowe
765 Introduction to Six Sigma 7 godz. 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
handcc Handling Conflict with Confidence 14 godz. 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
pginttrade A Practical Guide to International Trade 14 godz. Why should you attend? We live and work in an increasingly global market which offers opportunities at every turn which we need to take. In some ways the world market is becomingly increasingly accessible, especially thanks to the internet. However, with the increased opportunities come increased competition and most of the complexities (about International Trade) remain in place. Knowing the best ways to find your place on the international market is crucial to the success and growth of any business. We can provide you with the useful information and the best practice examples to make your International Growth plans and targets come true. Is business an increasing challenge to you and your company? Do you need to find new markets and new clients? Do you need to increase sales and profitability? If the answer is yes to any of these three questions then this is a must do. The knowledge we give you will get you into new markets and enable you to find new clients. Turning theory into practice: The purpose behind this 2-day training course is to simplify and explain the processes of International Trade. You'll leave our event more confident and more positive to continue and expand your international activities. We'll provide several examples (involving trade in the Far East, Eastern Europe, USA and other markets), case studies and exercises to enable you to improve and expand your knowledge about International trading.   Who should attend? This course is designed for Sales and Marketing managers & professionals involved in International Trading. This course is also vital to everyone who trades with other markets and needs to improve their knowledge and approach. Being successful in international sales Methods of getting your products / services to new markets Best practice and optimal ways for companies to significantly develop their presence on new and existing overseas markets Means of communication to achieve increased sales including face to face meetings - the best way to develop relationships & grow business Specific examples of international sales experiences in Far East & US markets. Specifics of International Marketing Methods for routes to market your goods Best practices for marketing internationally Practical examples/exercises to differentiate routes the market in Far East, Europe, US and elsewhere Tips for Negotiating home and abroad Differences of domestic and international trade Up to date methods of negotiation for international buying and selling Specifics of CRM in international trade Best examples of buying and selling experiences on international market Cultural aspects of International trade. How to be recognized abroad. Nuances of cultural behavior on different markets Unique behavioral specifics of some cultures to keep in mind Examples of cultural specifics of Far East, Eastern European, US and other markets and the best ways to deal with them Benefits to you: Getting essential knowledge and the most up-to date information about International Trading Feeling more confident, more positive and better equipped with the right tools to increase and expand your business, especially from new and increased international business Learning from the best practice of successful companies, participating in discussions and exercises will get you and your company into new markets and enable you to find new clients Exploring suitable methods of accessing new markets Finding the best solutions and useful instruments relevant to your company/industry
busiana Business Analysis 21 godz. 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).
scrummast Preparation for Professional Scrum Master 14 godz. The Scrum Master role is an essential part to any Agile/Scrum team. This course trains delegates in key aspects of the Scrum framework and prepares them to sit the online Scrum.org Professional Scrum Master (PSM1) exam. Audience: Anyone who either is, or is planning to be, a Scrum Master and for others working in a Scrum environment who have a need for in-depth knowledge of Scrum. At the end of this course you will be able to: Understand the origins of Agile methods. Understand and apply the core values and principles of Agile methods. Know the difference between the defined process and the empirical processes used in Agile. Understand the Scrum roles, Artefacts, Ceremonies and practices. Be fully prepared to sit the Professional Scrum Master (PSM1) exam The Scrum Framework Scrum Theory and Principles Cross-functional, Self-organising Teams Coaching and Facilitation Scrum at Large The course is very practical, with exercises to help see Scrum in action. Scrum Master Exam: After the course, delegates may take the PSM1 exam (https://www.scrum.org/Courses/Professional-Scrum-Master). NB: exam fee not included in the course fee (currently around £200) Note: during the course, you will have an opportunity to answer mock exam questions to prepare for the PSM1 exam.
baess Business Analysis Essentials 21 godz. Audience: Business consultants, Business analysts, Project Managers, IT professionals. Introduction Why do you need business models? Modeling skills Defining the Scope of Modeling What is a business model? Separating textual and diagrammatic elements Contrasting scope with level of detail Crafting a process to develop a business model Applying the steps: elicit, analyze, document, validate Iterating the steps Facilitating requirements workshops Mapping models to deliverables Charting the multidimensional aspects of a business model Applying the five Ws approach: who, what, where, when, why and how Selecting the right modeling approach Employing CASE tools and simulation Mapping the Business Landscape Analyzing the enterprise Exploring the enterprise architecture Decomposing the architecture into its components Usage of a Component Business Model Applying business rules Documenting the constraints: operative and structural Representing rules with decision tables Scoping Business Functions Initiating the process with functional decomposition Determining the functional hierarchies Distinguishing between functions and processes Drawing UML use case diagrams Defining scope and boundary Identifying the actors Refining the use cases Documenting business use cases Selecting the appropriate level of detail Specifying preconditions and post-conditions Modeling Business Processes Applying process modeling techniques Workflows Events Activities Decisions Sequencing Messaging Roles Leveraging Business Process Modeling Notation (BPMN) Benefits from a standardized approach Sequencing and classifying activities Categorizing events Emulating a Business Process Refining business process diagrams Choosing the right gateway: decisions, forks and joins Mapping the processes to swim lanes and pools Supplementing the model with artifacts Analyzing the Enterprise Structure Establishing the business domain Documenting the workers and organization units Modeling systems, documents, information and tools Structuring the enterprise with UML class diagrams Determining object attributes Generalizing and specializing relationships Constructing associations between the classes Packaging for domains and functional units Finalizing the Business Model Achieving complete coverage with matrices Prioritizing features Cross-referencing requirements Correlating behavior with roles Contextualizing the model with perspectives Documenting business interfaces Mapping from means into ends Capturing time parameters Communicating the Model to Key Stakeholders Knowing your audience Selecting the right level of detail Choosing the right model for your audience Converting business models into user requirements Delivering your models
modafome MODAF Overview and Modelling the Enterprise 21 godz. This course is delivered in 2 modules: First module enables students to gain an overview of the use of MODAF to support acquisition. Secong module provides an in-depth description of the MODAF views and how they are used in the development of an architecture. It describes how the 6-step process is applied and how information gathered from stakeholders is interpreted within the MODAF model and represented in user-focussed views. Module 1 – Introduction to MODAF (½Day) Explain the benefits of a model-based approach Describe how MODAF provides graphical and textual visualisations of the enterprise (Viewpoints) Describe how MODAF ensures coherence between views (M3 metamodel) Describe the MODAF Viewpoints Describe how MODAF Views combine to describe enterprise change requirements Describe the MODAF 6-step approach Module 2 – MODAF, Modelling the Enterprise (2 ½ Days) Describe how to scope an EA problem and develop an initial AV-1 Describe the purpose and structure of each of the MODAF Views Explain  how a MODAF-based architecture can: Describe the context of an enterprise Express operational capabilities and their metrics and map these to solution elements Express capability within an operational context and the processes that achieve the business or mission goal Describe elements of an enterprise from an SOA Viewpoint Describe how solution resources can be composed to realise capabilities or deliver services Describe the functional behaviour of solution resources Model system data and express how system level data exchange requirements can be mapped to operational information exchange requirements Specify system ports, the routing of port connections, protocols and hardware specifications Describe how architecture models can be enhanced using navigation views and dashboards
eraamauml Efficient Requirement Management using Agile Methods and Agile UML Modeling 21 godz. 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.
pawjavaee Programowanie Aplikacji Webowych z Java EE 6 / 7 28 godz. 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).
3587 Managing Projects using Waterfall and Agile Techniques 14 godz. This 2 day course is suitable for any IT professionals who are interested in using the Waterfall model and how people have traditionally tried to deal with its shortcomings - including, but not limited to, Agile approaches. The aim of the 1st day is to give an overview of these approaches enabling you to decide what might suit them in your environment. The 2nd day looks at project management techniques and good practices that have been identified from Agile, and which can be applied in a Waterfall or Agile context.Day 1 - Managing Software Projects in a Waterfall Context 1. Introduction to Waterfall a. Historical Context Winston Royce Background in manufacturing processes b. Waterfall stages Requirements gathering Design Implementation Verification Maintenance c. Waterfall challenges Handling change Distance between business knowledge and implementation Storing risk to late in the lifecycle Prioritisation of scope d. Summary of reactions to Waterfall model Embrace – Waterfall approaches, eg SSADM Cope – V-Model Adapt – Incremental Reject – Agile Enhance – Lean 2. V-Model coping strategies for Waterfall delivery a. Early verification and validation Cost of finding late Reviews and inspections Static analysis b. V-Model test stages Unit/Unit integration System System Integration Acceptance c. V-Model benefits Increased end-user involvement in verification Early risk mitigation 3. Adapting Waterfall with Incremental approaches a. Types of Incremental approaches Pre-planned  Parallel, RAD Evolutionary, RUP b. Incremental delivery principles Product increments Proto-typing Timeboxing c. Benefits of incremental delivery Increased user involvement in decision making Early return on investment Reacts to change  4. Rejecting the Waterfall model in favour of Agile a. Agile Essentials Agile Manifesto Agile Principles b. Introduction to Scrum, the most popular Agile framework Iterative delivery Collaborative working Just in time documentation Adaptive planning c. Benefits of Agile Increased user involvement throughout process Empowered development team Rapid return on investment Greater ability to react to change Reduce nugatory development 5. Enhancing Waterfall with Kanban delivery a. Lean and Kanban  History of Lean delivery  History of Kanban Principle of reducing waste b. Introduction to Kanban The Kanban board Managing work-in-progress c. Benefits of Kanban Greater ability to react to change Rapid return on investment Reduce nugatory development Day 2 - Agile Project Management Techniques 1. Empirical Process Control a. Inspect Demonstration Retrospection b. Adapt Adaptive planning Continuous improvement c. Transparency Stakeholder involvement Contract negotiation Just in time documentation 2. Managing requirements a. Backlogs Product Release Sprint b. Backlog Items User Stories Defects Requirements specifications c. Risk Adjusting Backlog for risk Risk burndown 3. Estimation and control a. Timebox planning Release planning Iteration planning Daily communication b. Prioritisation techniques MoSCow Value based Other techniques c. Estimation techniques User story grooming Planning Poker 4. Delivery management a. Iterative delivery Team velocity Rapid return on investment b. Information radiators Scrum wall Burn-down chart 5. Team management a. Associative leadership ScrumMaster as facilitator Role of the traditional project manager b. End-user involvement The single decision maker - the Product Owner Communicating with stakeholders (Pigs and Chickens) c. Empowered team Self-managing teams The role of the specialist within the team Managing split teams
tcpsm Techniki coachingowe w pracy Scrum Mastera - warsztat praktyczny 21 godz. 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
commtm2 Communicating and Influencing - For Managers and Team Leaders 14 godz. 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
babokiiba Business Analysis, BABOK V3.0 and IIBA Certification Preparation 21 godz. 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
wsbnp WebServices Basics for Non-Programmers 14 godz. 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
bpmn2ba BPMN 2.0 dla Analityków Biznesowych 21 godz. 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
bldrools Managing Business Logic with Drools 21 godz. 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
activitydesigners Modelowanie procesów biznesowych z wykorzystaniem Activity 21 godz. 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
activitidev Modelowanie procesów biznesowych z wykorzystaniem Activity dla Deweloperów 28 godz. 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
manbppm Zarządzanie Procesami Biznesowymi z wykorzystaniem ProcessMaker 14 godz. 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
bpaumlbpmn Modelowanie procesów biznesowych z wykorzystaniem UML i BPMN 14 godz. 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
jbpmdev jBPM for Developers 35 godz. 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
jbpmpd jBPM for Process Designers 28 godz. 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
oceb2f100 Certyfikacja BPM przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Fundamental 28 godz. 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
oceb2b200 Certyfikacja BPM - przygotowanie do egzaminu OCEB2 OMG Certified Expert in BPM Business Intermediate 21 godz. 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
oceb2t200 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Intermediate 14 godz. 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
ocebb300 Certyfikacja BPM - przygotowanie do egzaminu OCEB Business Advanced 7 godz. 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
oceb2t300 Certyfikacja BPM - przygotowanie do egzaminu OCEB Technical Advanced 7 godz. 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
orgmantes Organizacja i zarządzanie testowaniem 14 godz. 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 ®
8525 Testowanie w Agile 7 godz. 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
piwa Podstawy inżynierii wymagań i analizy 14 godz. 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
irebcpre Podstawy IREB CPRE 7 godz. 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
spnw Skuteczne pozyskiwanie i negocjowanie wymagań 14 godz. 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
pkwcirebcpre Pozyskiwanie i konsolidacja wymagań, certyfikat IREB CPRE AL 7 godz. 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
mwpm Modelowanie wymagań – przegląd metod 14 godz. 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
zwpagile Zarządzanie wymaganiami w projektach Agile 7 godz. 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
pazzitsa Psychologiczne aspekty zarządzania zespołem IT – psychologia zespołu Scrum agile 14 godz. 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

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Techniki coachingowe w pracy Scrum Mastera / Lidera Projektu - Szczecin, ul. Małopolska 23czw., 2017-08-10 09:005100PLN / 1775PLN
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Szkolenie Zarządzanie, Zarządzanie boot camp, Szkolenia Zdalne Zarządzanie, szkolenie wieczorowe Zarządzanie, szkolenie weekendowe Zarządzanie , nauczanie wirtualne Zarządzanie, wykładowca Zarządzanie , kurs online Zarządzanie, nauka przez internet Zarządzanie, Trener Zarządzanie, edukacja zdalna Zarządzanie, e-learning Zarządzanie, lekcje UML,Kurs Zarządzanie, instruktor Zarządzanie, kurs zdalny Zarządzanie

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Java Performance Tuning Wrocław, ul.Ludwika Rydygiera 2a/22 pon., 2017-07-31 09:00 9801PLN / 3000PLN
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Node.js concepts & administration, Express.js, V8 engine, monitoring, pm2 Gliwice ul. Karola Marksa 11 wt., 2017-08-01 09:00 9009PLN / 3430PLN
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Tworzenie stron internetowych i optymalizacja pod kątem marketingu internetowego Wrocław, ul.Ludwika Rydygiera 2a/22 pon., 2017-08-07 09:00 4851PLN / 3205PLN
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Programowanie w WPF 4.5 Lublin, ul. Spadochroniarzy 9 śr., 2017-08-16 09:00 6435PLN / 2443PLN
Oracle 11g - Język SQL dla programistów - warsztaty Gdańsk, ul. Powstańców Warszawskich 45 pon., 2017-08-21 09:00 6930PLN / 3640PLN
Embedded C Application Design Principles Kraków, ul. Rzemieślnicza 1 czw., 2017-08-24 09:00 12266PLN / 4517PLN
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Oracle 12c – Zaawansowane programowanie w PL/SQL Wrocław, ul.Ludwika Rydygiera 2a/22 śr., 2017-09-06 09:00 9900PLN / 3900PLN
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Fundamentals of Devops Wrocław, ul.Ludwika Rydygiera 2a/22 wt., 2017-09-12 09:00 14563PLN / 5013PLN
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